HomeMy WebLinkAbout08-17-2026 Agenda Packet BOCPERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
MEETING AGENDA
304 South Morgan Street, Room 215
Roxboro, NC 27573-5245
336-597-1720
Fax 336-599-1609
August 17, 2026
9:00 a.m.
This meeting will convene in Room 215 of the County Office Building.
1.CALL TO ORDER....................................................................Chairman Puryear
2.INVOCATION
3.PLEDGE OF ALLEGIANCE
4.DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA
5.RECOGNITION
A.Library Card Sign-up Month Proclamation (pgs.3-4)....................................... Von Yeager
B.Senior Citizen Day Proclamation (pgs.5-6)..................................................Jennifer Brown
C.Child Support Awareness Month Proclamation (pgs.7-8)........................Adonica Hampton
6.INFORMAL COMMENTS
The Person County Board of Commissioners has established a 10-minute period for
informal comments, excluding matters scheduled for a public hearing. Time will be
divided equally among those wishing to speak. Individuals must sign up with the Clerk
to the Board; registration opens 30 minutes prior to the start of the meeting.
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7.DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA
A.August 3, 2026, Minutes (pgs.9-25)
B.Budget Amendment #4 (pg.26)
C.Contract for School Nursing Services between Person County and Person County
Schools (pgs.27-35)
D.Joint Use Agreement Renewal: Person County Recreation, Arts, and Parks
Department and the Person County Board of Education (pgs.36-48)
E.Home and Community Care Block Grant (HCCBG) Revised/Final Allocations
(PC SC/PC DSS) FY2025-2026 (pgs.49-51)
F.Veterans Council First Responder Memorial Funding Agreement (pgs.52-55)
8.NEW BUSINESS
A.Strategic Plan Quarterly Update (pgs.56-111)...................................................Katherine Cathey
B.Person County Advisory Board Policy (pgs.112-133).......................................Katherine Cathey
9.CHAIRMAN’S REPORT
10.MANAGER’S REPORT
11.COMMISSIONERS’ REPORTS/COMMENTS
12.CLOSED SESSION
A.Closed Session #1 per General Statute 143-318.11(a)(6) for the purpose to discuss
personnel with the following individuals permitted to attend: County Manager Katherine
Cathey, Clerk to the Board Michele Solomon, and County Attorney T.C. Morphis, Jr.
Note: All Items on the Agenda are for Discussion and Action as deemed appropriate by
the Board.
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AGENDA ABSTRACT
August 17, 2026
Library Card Sign-up Month Proclamation
Since 1987, September has been recognized nationally as Library Card Sign-up
month. Throughout September, libraries across the United States celebrate the vital role they
play in their communities. A library card provides access to books, eBooks, technology
resources, and more. The Person County Public Library encourages all residents to sign up for
Financial Impact:
Recommended Action:
Submitted By:
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Proclamation
Person County Library Card Sign-Up Month
WHEREAS, Since 1987, The American Library Association and libraries across the United
States have acknowledged and celebrated Library Card Sign-up Month from September 1st
through September 30th; and
WHEREAS, during the month of September, libraries and communities across the United States
celebrate the value of libraries, particularly the vital role that libraries play in the lives of
children and families by providing them with free and educational books and other resources that
positively support educational outcomes as students and teachers prepare for the start of a new
school year; and
WHEREAS, libraries and their staff help foster community, build literacy skills and bridge the
digital divide by providing people of all backgrounds with engaging programs and events to
attend, a wide array of materials to borrow, and access to technology to help them succeed in an
increasingly, digital and connected world; and
WHEREAS, all Personians are encouraged to sign up for, update, or replace their library card to
continue to enjoy access to a wealth of materials available through the NC Cardinal system, a
consortium of participating libraries with access to access to materials from around the state of
North Carolina.
NOW, THEREFORE, BE IT RESOLVED that the Person County Board of Commissioners
proclaims the month of September 2026 as Library card Sign-Up Month in Person County and
encourages all citizens to visit and use the Person County Public Library to become more
informed and inspired and to imagine infinite possibilities.
Adopted, on the 17th day of August 2026.
___________________________________
Kyle Puryear, Chairman
Person County Board of Commissioners
ATTEST:
__________________________________
Michele Solomon, NCCCC
Clerk to the Board of Commissioners
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AGENDA ABSTRACT
August 17, 2026
Senior Citizen Day Proclamation
This proclamation is to give our thanks and a heartfelt salute to our older citizens. We can best
demonstrate our gratitude and esteem by making sure that our communities are good places in
which older people can participate to the fullest and can find the encouragement, acceptance,
Financial Impact:
Recommended Action:
Submitted By:
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Proclaiming August 21, 2026
as “National Senior Citizens Day”
WHEREAS, on August 21, 1988, then President Ronald Reagan proclaimed the day National
Senior Citizens Day with Proclamation #5847, stating “For all they have achieved throughout life
and for all they continue to accomplish, we owe older citizens our thanks and a heartfelt salute.
We can best demonstrate our gratitude and esteem by making sure that our communities are good
places in which to mature and grow older — places in which older people can participate to the
fullest and can find the encouragement, acceptance, assistance, and services they need to continue
to lead lives of independence and dignity.”; and
WHEREAS, many traditions exist when it comes to senior citizens as many of our traditions
growing up were set by them; and
WHEREAS, in 2025 the number of people aged 65 and above outnumbered children younger than
eighteen years; and
WHEREAS, by year 2050, the increase in population of 65+-year-olds will be 23%; and
WHEREAS, 4 in 5 older adults will battle at least one chronic illness; and
WHEREAS, in 2021 40% of Person County’s dentists, 24% of physicians, and 15% of
pharmacists were over the age of 65; and
WHEREAS, elderly family and friends have a lifetime’s worth of experiences and stories and are
an invaluable resource for wisdom, knowledge and advice; and
WHEREAS, senior citizens make more charitable donations than any other age group, volunteer
their time. and look out for their loved ones.
NOW, THEREFORE, BE IT RESOLVED that the Person County Board of Commissioners does
hereby proclaim the 21st day of August 2026 as “National Senior Citizens Day” in Person County
and calls upon all Person County citizens to celebrate older adults for their contributions, support
their independence, and recognize their unparalleled value to our community.
Adopted, on the 17th day of August 2026.
___________________________________
Kyle Puryear, Chairman
Person County Board of Commissioners
ATTEST:
__________________________________
Michele Solomon, NCCCC
Clerk to the Board of Commissioners
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AGENDA ABSTRACT
August 17, 2026
Child Support Awareness Month Proclamation
August is Child Support Awareness Month. Person County celebrates the child support
professionals who help parents support and care for children through the child support services
program.
During State Fiscal Year 2025 – 2026, nearly $649 million was collected, providing support
for more than 288,000 North Carolina children, and Person County child support professionals
collected $3,115,895.84, providing support for the children.
Financial Impact:
Recommended Action:
Submitted By:
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Proclamation
Child Support Awareness Month
August 2026
WHEREAS, children are entitled to financial and emotional support from their parents and North Carolina
Child Support Services is dedicated to serving families and children; and
WHEREAS, in State Fiscal Year 2025 – 2026, nearly $649 million was collected, providing support for more
than 288,000 North Carolina children; and
WHEREAS, Person County Child Support Services, in State Fiscal Year 2025 – 2026, collected $3,115,895.84,
providing support for the children; and Person County established paternity at 97% of the annual goal; and
WHEREAS, children who do not receive adequate financial and emotional support from their parents may
experience greater difficulty in becoming happy, healthy, and productive adults; and
WHEREAS, many concerned and dedicated professionals; judges, district attorneys, clerks of court, sheriffs’
personnel, and child support professionals work to establish and enforce child support orders for North
Carolina’s children, one of our state’s most vital resources; and
NOW, THERFORE, in recognition of Child Support Services, the Person County Board of Commissioners
does hereby proclaim August 2026 as Child Support Awareness Month in Person County and commend its
observance to all residents.
Adopted, this, the 17th day of August 2026.
__________________________
Kyle Puryear, Chairman
Person County Board of Commissioners
Attest:
________________________________
Michele Solomon, NCCCC
Clerk to the Board
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August 3, 2026
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PERSON COUNTY BOARD OF COMMISSIONERS August 3, 2026
MEMBERS PRESENT OTHERS PRESENT
Kyle Puryear Katherine M. Cathey, County Manager
Sherry Wilborn Michele Solomon, Clerk to the Board
Jason Thomas T.C. Morphis, Jr., County Attorney
Antoinetta Royster
Donald Long
The Board of Commissioners for the County of Person, North Carolina, met in
Regular session on Monday, August 3, 2026 at 6:00 p.m. in Room 215 of the County
Office Building located at 304 S. Morgan Street, Roxboro, NC.
Chairman Puryear called the meeting to order and recognized a quorum was present.
Commissioner Thomas offered an invocation, and Commissioner Royster led the group in
the Pledge of Allegiance.
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA
A motion was made by Commissioner Royster and carried 5-0 to approve the
agenda with the addition of Recognition for Camille Clay.
RECOGNITION FOR CAMILLE CLAY
Commissioner Royster introduced and recognized Ms. Camille Clay for her
outstanding academic accomplishments:
Graduate of Person Early College for Innovation and Leadership (PECIL), class of
May 2026
Achieved a 3.957 unweighted GPA and 4.478 weighted GPA
Graduated Summa Cum Laude, ranked #2 in her class
Earned an Associate in Arts degree concurrently with high school
Served in Student Council (President and Member-at-Large)
Treasurer of National Honor Society
Completed over 120 service hours
Healthcare career interests; earned CNA certification; medical internship at Roxboro
Family Medicine; nominated for Congress of Future Medical Leaders Award
Participated in NC Governor’s School; recipient of multiple academic awards
including NC Scholars Award and Golden Laurel Award from PCC
Will attend UNC-Greensboro majoring in Nursing
Commissioner Royster announced Ms. Clay was selected as the 2026 scholarship
recipient of the North Carolina Association of Black County Officials (NCABCO). A
formal luncheon will take place on August 21, 2026, during the NCACC Annual
Conference, where Clay will be recognized.
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Ms. Clay expressed her gratitude for the opportunity and recognition.
INFORMAL COMMENTS:
The following individual appeared before the Board to make informal comments:
Jordan Puryear of 2099 Gentry Ridge Road, Roxboro provided remarks expressing
concerns and questions regarding the Microsoft Data Center project in Person County.
Key points included the following:
Desire to protect local natural resources and rural character
Request for a 1–2 year pause on the project for additional community
research and transparency
Emphasized her connection to Person County and desire to protect its
environment
Stated the comments were written without AI assistance
Specific questions posed to the Board:
Impact on water supply during and after construction
Number of permanent jobs expected
Date of next public meeting regarding updates on the project
DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA:
A motion was made by Vice-Chair Wilborn and carried 5-0 to approve the
Consent Agenda with the following items:
A. July 20, 2026, Minutes, Corrected
B. DSS MOU with NC Department of Health and Human Services
C. DSS Subsidized Child Care Assistance Program
D. DSS Energy Outreach Plan
E. FY27 Classification & Pay Plan
F. Person County Museum of History FY27 Funding Agreement
NEW BUSINESS:
FUNDING REQUEST FOR TAR RIVER LAND CONSERVANCY TO PURCHASE
“DYKES TRACT” FOR PRESERVATION, CONSERVATION,
AND PASSIVE RECREATION
Recreation, Arts and Parks Director John Hill stated that he has been working on a
project with the Tar River Land Conservancy (TRLC) on preserving 166-acres of land in
Person County for a conservation easement. He stated that this is a great way to
accommodate the County’s obligation to the state to pay into the stormwater program.
He turned the presentation over to Derek Halberg, Executive Director with the
TRLC, who presented the following:
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Highlights from the presentation included:
• Acquisition of 166 acres on Helena-Mariah Road for watershed protection,
conservation easement, and future passive recreation access.
•Similar to the previous Mount Harmony project, where the county contributed
$50,000 from stormwater funds.
• TRLC provided background on their mission, accreditation, land preservation
efforts, and public-access trails in Granville County.
•Tar River headwaters begin in Person County, making preservation locally
significant.
• The Dykes Tract contains wooded land, tributaries of Deep Creek, and two barns
suitable for maintenance staging.
• TRLC conducted a site hike with county staff on June 25; staff expressed positive
feedback.
• Acquisition cost: Appraised at $1.7M; landowner offered a below-market sale at
$1.1M.
•TRLC reported 97% of funds already committed through Raleigh and Durham
watershed programs, private donations, and landowner concession.
•Requested County Contribution:
• $50,000 from stormwater fund balance.
• County to hold the conservation easement (required by Raleigh).
After the Tar River Land Conservancy presented the proposed acquisition of the
166‑acre Dykes Tract—along with the request for $50,000 of stormwater funds and the
county’s agreement to hold the conservation easement—commissioners engaged in a
detailed discussion.
Vice-Chair Wilborn raised a comprehensive set of concerns focusing primarily on
valuation, appraisal transparency, tax implications, and the broader economic context:
Property Value and Appraisal Discrepancies
She stated that according to county tax records, the Dykes properties were
purchased in the early 2000s for approximately $340,000.
She noted that during the most recent countywide revaluation—where many
residents complained assessments were too high—the county valued the combined
properties at roughly $735,000.
Yet, the appraisal provided to TRLC (but not yet shared with commissioners)
reportedly valued the land at $1,744,000, approximately $1 million above the
county’s valuation and over $1.4 million above the original purchase price.
She expressed concern that the appraisal may have used sales from the Moriah
Energy Center (MEC) acquisition as comparables, which inflated market values in
that area.
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Wilborn emphasized that this disproves claims that the Moriah Energy Center
harmed property values—if anything, values skyrocketed.
Tax Revenue Concerns
Vice-Chair Wilborn underscored that by placing this property under conservation
easement and nonprofit ownership, the county forfeits all future tax revenue from
166 acres.
She stressed Person County already has:
• A 280-acre park within four miles,
•An 85-acre conservation project on Mount Harmony,
• Several other conservation easements scattered across southeastern Person
County.
Restrictions on Agricultural Use
She cited language in the agreement stating agricultural uses must be approved by
TRLC.
She warned that such restrictions could limit traditional farming activities,
contradicting rural preservation arguments.
Rural Character Argument
She strongly disagreed with the agreement’s statement that development would
impair rural character:
• The property has limited road frontage (≈165 ft),
• Many types of development could align with rural character
•Rejects the notion that industrial development is not in line with rural
character; the County is going down if they do not have that tax base
Equity Concerns for Raleigh/Durham Funding
She questioned how much land Raleigh and Durham preserve within their
own counties while investing heavily in rural Person County, effectively
removing land from Person County’s tax base.
She stated that her fiduciary responsibility to the County would not allow her to
contribute public funds to a property owner that has an active lawsuit against the County.
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Chairman Puryear concentrated on the legal implications surrounding the
property’s involvement in active litigation:
Litigation Conflict
He expressed deep discomfort with using public funds to purchase land owned by
a plaintiff in an ongoing lawsuit against Person County.
The lawsuit challenges the rezoning approval for the Moriah Energy Center,
requiring county time, attention, and legal expenses.
Possible Conflict of Interest
He highlighted that the county would simultaneously be defending itself from this
property owner while financially participating in the owner’s land sale.
He stated this creates a “bad taste,” and suggested it would be far cleaner to revisit
the funding request only once litigation is resolved, dismissed, or withdrawn.
Commissioner Royster provided a different context and perspective, focusing on
community sentiment and landowner intentions:
Background on Community Concerns
She explained that many residents in the Helena‑Moriah area opposed the Moriah
Energy Center project because they wanted to preserve local farmland, rural
heritage, wildlife, and the community’s natural setting.
She acknowledged attending community meetings before being elected and saw
firsthand the landowner and neighbor desire to protect rural landscapes.
Link Between Lawsuit and Preservation Efforts
She argued the lawsuit itself reflects a desire to preserve land—similar to the goals
of TRLC’s conservation proposal.
She suggested the county should weigh both sides: the lawsuit stems from
landowners feeling the county did not protect rural character, while the TRLC
project aims to do exactly that.
She was sympathetic to the preservation goals and supportive of conservation in
general, though she did not dispute the validity of concerns raised by other commissioners.
Commissioner Thomas echoed concerns similar to Chairman Puryear and stated
that he also had “a bad taste” about contributing public funds to a property tied to active
litigation against the county.
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Commissioner Long had questions related to the funding and how it would be
appropriated. County Manager Katherine Cathey advised that the funding would come
from the Stormwater Fund fund balance. She stated that the money within the Stormwater
Fund needs to be spent on projects to preserve the watershed. She stated that Person
County is part of the Upper Neuse River Basin Association (UNRBA), and that the
County has obligations as part of that membership, to use funding towards stormwater
projects in Person County. She stated stormwater funds must be spent regardless, possibly
even outside Person County if no local projects qualify.
Long asked how many parties are there to the lawsuit. Morphis stated that there are
more than a few. He provided the following names as party to the lawsuit: Christopher
Clayton, the estate of James Russell Dykes, by and through the executer, Bernard
Lampert, Mary Amanda Hamill, John Hoffman, Sherry Hoffman, David Thompson, and
Doris Thompson. He stated that Person County and Public Service Company of NC are
the defendants. He stated that the Dykes property is directly named as a parcel in the
lawsuit challenging the Moriah Energy Center rezoning, and the Dykes estate remains an
active plaintiff. He stated that litigation remains pending in Superior Court and the Court
of Appeals. He stated that if TRLC purchased the land, the estate may be losing standing,
but there is no legal barrier preventing the sale itself.
Chairman Puryear noted all commissioner comments had merit, and the situation
was different from the Mount Harmony project two years prior. He recommended tabling
the TRLC request for up to six months due to litigation. He stated that once litigation is
resolved or withdrawn, reconsidering the project would be appropriate and cleaner. He
emphasized that tabling the item was not equivalent to rejecting the project, but rather
pausing to avoid conflict with ongoing legal proceedings.
A motion was made by Commissioner Long and carried 3-2 to table this item and
funding request for up to six months, pending developments in the existing litigation.
Vice-Chair Wilborn and Commissioner Royster voted in opposition.
Vice-Chair Wilborn asked the County Manager to obtain a copy of the appraisal.
NORTH CAROLINA ASSOCIATION OF COUNTY COMMISSIONERS (NCACC)
LEGISLATIVE GOAL PROPOSALS
County Manager Katherine Cathey Manager presented a draft letter summarizing
seven legislative goals identified by the Board at prior meetings.
Commissioners reviewed the draft. No changes requested.
A motion was made by Vice-Chair Wilborn and carried 5-0 to authorize the Chairman
to sign the letter submitting the 2027-2028 Legislative Goal Proposals to the NCACC.
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CHAIRMAN’S REPORT
Chairman Puryear announced the County Manager’s resignation and upcoming
transition process. He expressed appreciation for her service and informed the public the
Board is developing a transition plan including hiring an interim manager and beginning
the recruitment process for a permanent County Manager.
MANAGER’S REPORT
County Manager Katherine Cathey expressed gratitude and commitment to
ensuring a smooth transition. She stated that she enjoyed working with the Board, County
staff, and the public, and it was with mixed emotions that she submitted her resignation.
COMMISSIONER REPORTS/COMMENTS
Vice-Chair Wilborn shared a variety of updates from regional activities, including
economic development, education, and statewide representation:
• She noted observing the delivery of the first turbine for the new Duke Energy
project, expressing optimism about the project and the economic momentum it
represents for Person County.
• She attended a ribbon-cutting ceremony for Zachry, held at Piedmont Community
College’s South Campus. The company is actively hiring for its new project, and
she emphasized that the positions available offer promising long-term career
opportunities for Person County residents.
• She reported that the most recent Economic Development Commission (EDC)
meeting was cancelled because the meeting’s key speaker had to withdraw due to
injury and inclement weather was forecasted for the same day. She expects new
project updates soon.
• She attended the District 8 Caucus meeting of the NC Association of County
Commissioners (NCACC), where a representative from Vance County was
installed according to the region’s rotating leadership tradition. She explained that
because her prior role on the NCACC Board was linked to her district director seat,
she will rotate off the board following the August meeting unless appointed
through another qualifying method (such as serving as a committee chair, the
NACo rep, or representing NCACC in another capacity, such as past president).
• She referenced a prior public comment she made about the concern over space
heaters being removed from county offices and publicly wanted to say thank you
for all the “cold natured people” for restoring the option for employees to use
space heaters.
• She congratulated County Manager Cathey on her new position, noting that she
had read the press release announcing Cathey’s selection from among
approximately 50 applicants and commended her for earning the role through
significant competition.
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Commissioner Thomas shared that he had watched the YouTube video
documenting installation of the Duke Energy turbine and found it impressive. He
congratulated County Manager Cathey on her next professional chapter, noting that they
began their service around the same time and expressing confidence in her future success.
Commissioner Royster offered multiple detailed updates from her participation in
national and statewide county leadership activities, as well as local public health and
youth programming:
She congratulated County Manager Cathey and wished her well in her transition to
municipal management.
She recognized GIS Director Sallie Vaughn for being appointed by the Governor
to serve on the NC Geographic Information Coordinating Council.
She reported on her experience at the National Association of Counties (NACo)
Conference, describing it as “busy, busy, busy.”
• Federal agencies are implementing stricter reporting requirements for federal
funds. Counties that fail to meet new reporting standards will risk losing federal
funding.
• She emphasized concerns specifically tied to human services and public health
programs, where additional documentation is now required.
• She noted strong national emphasis on childcare availability as a vital economic
development factor. Counties were encouraged to remember that economic
development is not strictly industrial recruitment; it also includes supporting
school systems, amenities, and childcare to ensure workforce participation.
She shared updates from the Person County Public Health Department:
• Legislative changes have removed the permitting requirement for agricultural
wells, creating policy adjustments at the local level.
• Person County has one known case of cyclosporiasis (linked nationally to iceberg
lettuce, parsley, cilantro).
She spoke extensively about data centers. At NACo she attended every workshop
offered related to data centers and held one-on-one discussions with local officials
from communities with positive and negative outcomes.
• She emphasized the need for careful, thorough planning as Person County moves
forward with Microsoft’s project.
• She particularly referenced her conversations with Mike Turner, Vice-Chair of
Loudoun County, VA Board of Supervisors, who authored a white paper on data
center development strategy based on Loudoun’s experience as the largest data
center hub in the world.
• She stated that while Person County stands to gain significant revenue, leaders
must ensure that development is conducted correctly, without sacrificing
environmental quality or the quality of life of nearby residents.
• She expressed support for pausing where necessary to avoid mistakes that other
counties reported experiencing.
She thanked community groups who provided youth programming and food access
during the summer.
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Royster shared that NACo’s newly elected president, Mecklenburg County
Commissioner George Dunlap, launched an initiative called Building Better
Futures, requiring each county to report a new youth-support initiative within the
coming year.
• She invited youth program leaders to email her at aroyster@personcountync.gov
to collaborate on Person County’s contribution to the initiative.
Commissioner Long offered multiple updates from local boards and community
events:
• He reported attending a Board of Adjustments meeting on July 2, 2026.
• He referenced updates concerning Zachry and echoed earlier remarks about
ongoing opportunities associated with the project.
• He announced that Roxboro Community School will be celebrating its 20th
anniversary on August 29, 2026 at 1 PM at the David Brooks Gymnasium. He
invited the public to attend.
• He stated that the Mayo Lake Group and Duke Energy will meet on August 4,
2026 to discuss ongoing lake-related matters.
• He reminded the public that the Purple Heart Memorial Dedication ceremony will
be held Friday, August 7, 2026 at 6 PM at the Veterans Park next to the County
Office Building. He said the memorial will be fully installed ahead of the
dedication and encouraged public attendance.
A motion was made by Commissioner Thomas and carried 5-0 to enter in to
Closed Session at 7:00 p.m.
Chairman Puryear called the closed session to order at 7:07 p.m.
CLOSED SESSION #1
A motion to enter in to Closed Session #1 per General Statute 143-318.11(a)(6) for
the purpose to discuss personnel with the following individuals permitted to attend:
County Manager Katherine Cathey, Clerk to the Board Michele Solomon, and County
Attorney T.C. Morphis, Jr.
ADJOURNMENT
A motion was made by Vice-Chair Wilborn and carried 5-0 to adjourn the meeting
at 7:25 p.m.
____________________________ ______________________________
Michele Solomon Kyle Puryear
Clerk to the Board Chairman
(Draft Board minutes are subject to Board approval).
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Dept./Acct No.Department Name Amount
EXPENDITURES General Fund
Public Safety 4,383
Human Services 4,850
Culture & Recreation 2,175
REVENUES General Fund
Other Revenue 9,233
Charges for Services 2,175
Explanation:
Account Number Account Description
$Revenues
incr. (decr.)
$Expenditures
incr. (decr.)
100-389890 Misc Revs: Insurance Proceeds
1004310-427800 Sheriff: Spec Supp & Svcs/K-9
10055-361414 P&R-Recreation Fees-Camps/Classes
1006120-430000 P&R-Contracted Services
19050-389890 Misc Revs: Insurance Proceeds
1905310-435300 DSS-Maint & Repair/Vehicles
Totals 11,408 11,408
Recognize insurance proceeds ($4,383) for Sheriff’s Office K-9 medical services; amend budget for Recreation, Arts & Parks
fee revenues ($2,175) to support instructor costs and Recognize insurance proceeds ($4,850) and for Department of Social
BUDGET ADJUSTMENT DETAIL
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AGENDA ABSTRACT
August 17, 2026
Contract for School Nursing Services between Person County and Person County Schools
FY27
Since 2011 due to NCHB200 SL 2011-145 Section 10.22(a), the Person County Health
Department (PCHD) has received funds designated for three school nurse positions. Since that
time, the county has entered into a contract with Person County Schools (PCS) each year to fund
three school nurse positions. PCHD receives monthly invoices from PCS, which allows PCHD
to access the State funds and in turn reimburse PCS for the expenses. The maximum allowed
expenses are $150,000. Additionally, there are accountabili
submitted by PCS to both PCHD and the North Carolina Division of Public Health. These
Financial Impact:
Recommended Action:
Submitted By:
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Contract for School Nursing Services
This contract for school nursing services (“Contract”) is made and entered into this 21st day of
July, 2026, between Person County, a political subdivision of the State of North Carolina, by and
through the Person County Health Department (“County” or “Department”) and the Person
County Board of Education (“Board”), which operates the Person County Schools (“PCS” or
“District”).
WHEREAS both parties agree that the purpose of providing school nursing services is to
promote the health, well-being and readiness to learn of all students in the District;
WHEREAS both parties agree that the School Nurse Funding Initiative (“SNFI”) enacted by
North Carolina General Statute Section 130A-4.3 is to improve the school nurse to student ratio
in the District; and
WHEREAS both parties agree to continue providing services as specified in the 2026-2027
Memorandum of Agreement between the Person County Health Department and the Person
County Schools (“MOA”);
NOW, THEREFORE, in consideration of the mutual promises set forth in the Contract, the
parties do mutually agree as follows:
1.Obligations of Department.
1.1 The Department agrees to provide funds not to exceed one hundred fifty thousand
dollars and zero cents ($150,000.00) to the District to provide three (3) school
nurses to provide school nursing services for a period of ten (10) months during
the 2026-2027 school year. The funds will be used only for salaries, benefits and
continuing education costs, as outlined in the projected budget, attached to this
Contract as Exhibit A.
1.2 The Department agrees that the District shall have the right to select the school
nurses for employment whose positions are funded pursuant to this Contract and
to supervise and control the activities of each school nurse whose position is
funded pursuant to this Contract.
2.Obligations of District.
2.1 The District agrees to utilize the projected budget, attached to this Contract as
Exhibit A, for salaries, benefits and continuing education costs for three (3) full-
time school nurse positions. The District agrees that each school nurse whose
position is funded according to this budget will be employed to provide school
nursing services for a period of ten (10) months during the 2026-2027 school year
and that each nurse is a nationally certified school nurse or is a registered nurse
working towards national certification.
2.2 The District agrees that the funds provided by the Department pursuant to this
Contract will not be used to supplant existing federal, state, or local funds
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2
supporting school nurse positions and that it will maintain its current level of
effort and funding for school nurses. The District agrees that if salaries and
benefits for the 3 positions funded pursuant to this Contract exceed the $150,000
allocation, local funds will be used.
2.3 The District agrees that each school nurse funded pursuant to this Contract is a
nationally certified school nurse who will maintain current certification and/or
licensure as a nationally certified school nurse and as a registered nurse in good
standing with the North Carolina Board of Nursing or, alternatively, that the
school nurse is a registered nurse working towards national certification and who
will maintain licensure as a registered nurse in good standing with the North
Carolina Board of Nursing. The District further agrees that all school nursing
services provided pursuant under this Contract will be provided in a professional
and ethical manner and in accordance with standards established by the North
Carolina Nurse Practice Act, North Carolina Board of Nursing regulations, the
current edition of the North Carolina School Health Program Manual, and all
other applicable federal and state law, policies, rules and regulations.
2.4 The District agrees to provide adequate space, computer equipment and supplies
for the school nurse positions funded in accordance with this Contract at a level
comparable to the support provided to all school nurses employed by the District.
2.5 The District agrees that school nurses funded pursuant to this Contract shall not
assist in any instructional or administrative duties associated with the District’s
curriculum and shall perform all of the duties with respect to school health
programs specified in state law, including, but not limited to, the following:
a. Serve as coordinator of the health services program and provide nursing
care;
b. Provide health education to students, staff, and parents;
c. Identify health and safety concerns in the school environment and promote
a nurturing school environment;
d. Support healthy food services programs;
e. Promote healthy physical education, sports policies, and practices;
f. Provide health counseling, assess mental health needs, provide
interventions, and refer students to appropriate school staff or community
agencies;
g. Promote community involvement in assuring a healthy school and serve as
school liaison to a health advisory committee;
h. Provide health education and counseling and promote healthy activities
and a healthy environment for school staff; and
i. Be available to assist the county health department during a public health
emergency.
2.6 The District agrees that each school nurse funded pursuant to this Contract shall
submit to the Department
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3
a. a written work plan, no later than thirty (30) calendar days after the first
student day of school. The plan shall address delivery of basic health
services, including activities, strategies and goals, within, but not limited
to, the following areas:
1. Preventing and responding to communicable disease outbreaks;
2. Developing and implementing plans for emergency medical
assistance for students and staff;
3. Supervising specialized clinical services and associated health
teaching for students with chronic conditions and other special
health needs;
4. Administering, delegating where appropriate, and providing
oversight and evaluation of medication administration and
associated health teaching for other school staff who provide this
service;
5. Providing or arranging for routine health assessments, such as
vision, hearing, or dental screening, and follow-up of referrals; and
6. Assuring that state and federally mandated health related activities
are completed (e.g., Kindergarten Health Assessments,
Immunization Status Report, blood-borne pathogen control plan
(OSHA) requirements, etc.).
b. a mid-year review of progress toward achieving goals in the work plan, by
January 31, if hired at start of school year, or within ninety (90) days of
hire, if hired at a date different from start of school year.
c. using a report form provided by the Department, an annual report
addressing the overall progress toward meeting the work plan outcomes,
no later a week after the last student day of school, or prior to resignation
if nurse resigns prior to the end of the school year.
2.7 The District agrees to notify the Department within four (4) business days of any
vacancy (i.e., termination, resignation, and/or retirement) in any school nurse
position that is funded pursuant to this Contract. In the event of such vacancy, the
District agrees to submit to the Department, within fifteen (15) business days of
the vacancy, a recruitment plan for the vacant position. The District further
agrees to notify the Department, within four (4) business days after the official
hire date of the replacement school nurse for a vacant position. The District
agrees to make all reasonable efforts to ensure that the replacement school nurse
is a nationally certified school nurse or a registered nurse who is working towards
such certification. If the replacement school nurse is not nationally certified at the
time of hire, the District agrees to submit a certification plan to the Department
within fifteen (15) business days of the official hire date, including timelines for
achieving education and certification goals. The plan should be submitted to the
regional school nurse consultant within thirty (30) days of hire. Finally, the
District agrees that any replacement school nurse will be provided with paid time
and reimbursement of costs associated with attendance or participation in
continuing education, at the same level of cost reimbursement provided to other
professional school employees and will budget up to seven hundred fifty dollars
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4
and zero cents ($750.00) for participation in workshops or conferences, if funds
are available. Any replacement school nurse must participate in School Nursing:
Roles and Responsibilities, an Orientation Workshop, unless previously attended;
if funds are available and if the nurse has previously attended that workshop, the
District assures that the school nurse will be allowed to participate in a School
Nurse Certification review course, Pediatric Physical Assessment for School
Nurses Workshop, School Nurse Role in Emergency Care Workshop, and/or
Annual School Nurse Conference.
3. Term. The Contract will be in effect from the date it is executed or from July 1, 2026,
whichever is later, until June 30, 2027, unless sooner terminated as herein provided.
4. Termination. Either party may terminate the Contract at any time in its complete
discretion upon thirty (30) calendar days’ notice in writing to the other party prior to the date of
termination. Upon written notice of termination, all finished or unfinished documents and other
materials produced by either party pursuant to this Contract shall, at the request of the other
party, be turned over to the requesting party.
5. Terms and Methods of Payment. The District shall submit to the Department monthly
invoices that specify the number of nurses engaged and other allowable costs, including, but not
limited to, benefits and continuing education costs. The Department shall pay the District within
thirty (30) days of receipt of the invoice.
6. Contract Funding. It is understood and agreed between the Department and the District
that any District payment obligation under this Contract for any funds other than the funds
provided by the Department as indicated in Exhibit A is contingent upon the availability of
appropriated funds from which payment for Contract purposes can be made.
7. Records and Confidentiality of Student Information. The Department agrees that all
student records or information contained in student records that may be obtained or created by its
officers, employees, or agents under this Contract shall be subject to the confidentiality and
disclosure provisions of applicable federal and state statutes and regulations, and the Board’s
policies. The Department shall not forward to any party other than the parent or the Board any
student record or information obtained from a student record, including, but not limited to, the
student’s identity, without the written consent of the student’s parent. Upon termination of this
Contract, the Department shall turn over to the Board all student records or information about
students obtained by the Department while providing services under this Contract. The term
“student records” has the same definition under this Contract as the term “education records”
does in the Family Educational Rights and Privacy Act (“FERPA”), 20 U.S.C. §1232g et seq.
8. Relationship of Parties. The Department and the District shall be Independent
Contractors and nothing herein shall be construed as creating a partnership or joint venture
between the parties; nor shall any employee of either party be construed as an employee, agent,
or principal of the other party.
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5
9. Assignment. The Department shall not assign, subcontract, or otherwise transfer any
interest in this Contract without the prior written approval of the Board.
10. Contract Modifications. This Contract may be amended only by written amendments
duly executed by and between the Department and the Board.
11. North Carolina law. North Carolina law will govern the interpretation and construction
of the Contract.
12. Order of Precedence. The parties do hereby agree that in the event of conflict between
the terms and conditions of this Contract and the terms and conditions in any agreement entered
into between the parties at the same time as or prior to this Contract, the terms and conditions of
this Contract shall prevail.
13. Entire Agreement. This Contract, including the budget used in connection herewith and
any other document(s) expressly incorporated by reference as a part of this Contract, constitutes
and expresses the entire agreement and understanding between the parties concerning the subject
matter of this Contract. This Contract supersedes all prior and contemporaneous discussions,
promises, representations, agreements and understandings relative to the subject matter of this
Contract. To the extent that there may be any conflict between the four corners of this Contract
and other documents incorporated by reference herein, the terms of this Contract will control.
14. Severability. If any provision of this Contract shall be declared invalid or unenforceable,
the remainder of the Contract shall continue in full force and effect.
[SIGNATURE BLOCK ON FOLLOWING PAGE]
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6
IN WITNESS WHEREOF, the parties have hereunto set their hands and seals the day and year
indicated below.
COUNTY OF PERSON
_____________________ _______________________________________
Date Janet Clayton, Health Director
Person County Health Department
_____________________ _______________________________________
Date Katherine Cathey
County Manager
_____________________ _______________________________________
Date Kyle Puryear
Chairperson, Person County Board of Commissioners
_____________________ _______________________________________
Date T. C. Morphis, Jr.
County Attorney
_____________________ _______________________________________
Date Michele Solomon
Clerk to the Board
PERSON COUNTY BOARD OF EDUCATION
_____________________ _______________________________________
Date Freda Tillman, Chairperson
Attest:
Rodney Peterson, Ed.D.
Superintendent/Secretary
This instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act and by the School Budget and Fiscal Control Act.
_____________________ ________________________________________
Date Tracy Clayton
Chief Financial Officer, Person County
_____________________ ________________________________________
Date Julie Masten
Assistant Superintendent of Finance, Person County Schools
33
1
Exhibit A - Budget
I. SALARIES
Position Title Name * Annual
Salary Paid by
District
Paid by
State
1. Nurse 1 Brooke Hawkins $54,450 □ 12-month
□ 11-month
□ 12-month
□ 11-month
□ 12-month
□ 11-month
TOTAL SALARY PAID BY CONTRACT $13,630 $150,000
II. BENEFITS
Title Paid by
District
Paid by
the State
1. Nurse 1 Brooke Hawkins Retirement Rate: 26.10% $14,211.45
FICA Rate: 7.65% $4,l65.43
Medical Amt: $8,925 $8,925
Other: Supplement Rate: 10% $5,445
2. Nurse 2 Casey Carver Retirement Rate: 26.10% $14,498.55
FICA Rate: 7.65% $4,249.58
Medical Amt: $8,925 $8,925
Other: Supplement Rate: 10% $5,555
3. Nurse 3 Ashley Hill Retirement Rate: 26.10% $13,997.43
FICA Rate: 7.65% $4,102.70
Medical Amt: $8,925 $8,925
Other: Supplement Rate: 10% $5,363
*Benefit amounts may change due to longevity, etc. that the employee may be eligible for
during the school year.
III. Other
STAFF TRAVEL 0.00
Conference Registration 0.00
34
2
TRAINING PAID BY CONTRACT (If no funds available after covering
salary and fringe for these positions, leave at 0.00; if funds available,
CONTRACT TOTAL AMOUNT $150,000
35
AGENDA ABSTRACT
August 17, 2026
Joint Use Agreement Renewal: Person County Recreation, Arts, and Parks Department and the
Person County Board of Education
The Person County Recreation, Arts, and Parks Department requests renewal of the facility
Joint Use Agreement with the Person County Board of Education. This agreement, originally
established in 2006, continues to provide significant benefits to both the Person County School
System and the Person County Recreation, Arts, and Parks Department by allowing citizens
expanded access to program and recreational space.
The updated documents have been reviewed by both the Person County Schools attorney and
the Person County attorney. The Person County Board of Education will meet on August 13,
Financial Impact:
Recommended Action:
Submitted By:
36
NORTH CAROLINA
PERSON COUNTY
JOINT USE AGREEMENT
FOR COUNTY RECREATION AREAS
THIS JOINT USE AGREEMENT, made and entered into this first day of July, 2026, by and
between the Person County Board of Commissioners (hereinafter the “County”), and the Person
County Board of Education, a body corporate of the State of North Carolina, (hereinafter referred
to as the “Board”).
WITNESSETH:
WHEREAS, the County and the Board wish to work together to develop joint
school/park facilities for the recreational use of the residents of the community; and
WHEREAS, the Board has requested that the County grant it permissive use of the
recreation areas located at Olive Hill Park, Longhurst Park, Allensville Park, Hurdle Mills Park,
Mt. Tirzah Park, Huck Sansbury Recreation Complex and Annex, Mayo Park Facilities including
the Environmental Education and Community Center and Amphitheater and the Kirby Civic
Auditorium and Gallery in Person County, North Carolina, (collectively, including any
improvements or facility located thereon, the Joint Use Property).
WHEREAS, the parties hereto have mutually agreed to the terms of this Agreement as
hereinafter set out;
NOW, THEREFORE, in consideration of the mutual promises and covenants as
hereinafter are contained, the Board and the County do hereby agree as follows:
1. Property. The County grants the Board a license to use, pursuant to the terms of this
Agreement, the Joint Use Properties for use by the Board such times and for such durations as
said facilities are not required for County use.
2. Term. This Agreement shall terminate on June 30, 2031.
3. Maintenance. County shall be responsible for basic maintenance and repair of the
Joint Use Properties; however, Board agrees to provide adequate repairs for damages caused to
the Joint Use properties as a direct result of their use by the Board. The Board shall be
responsible for providing lines as needed for Board use on the various playing fields.
37
4. Liability. The Board shall maintain at all times during the term of this Agreement, at
its sole expense, liability insurance in the minimum amounts of $1,000,000.00 in case of injury
to one person, $2,000,000.00 in the case of injury to more than one person in the same
occurrence, and $500,000.00 in the case damage to property caused by the negligence or tort of
any agent or employee of the Board when acting within the scope of his authority or the course
of his employment in performing the activities on or about the Joint Use Property. To the extent
allowed by law, and except for any claims, damages, liabilities or expenses arising from or out of
the negligent or willful acts or omissions of County, its employees, or agents, the Board shall
indemnify the County from and against any claims for injury or loss to person or property
directly caused by the Board’s use, supervision, or maintenance of the Joint Use Property. To
the extent permitted by law, the Board shall indemnify, protect and save harmless the County
from and against loss or damage to any equipment or improvements placed by the Board on the
Joint Use Property when said loss or damage does not result from the County’s maintenance or
use thereof. The County shall not be liable for injuries or to death of any persons suffered by
reason of the Board’s use or maintenance of the Joint Use Property.
5. Insurance. The Board shall furnish the County with evidence of all insurance
policies required by the Agreement annually by July 1. The policies shall provide that the
insurance shall not be canceled or coverage reduced without the insurance carrier giving thirty
(30) days written notice to the County. The County shall be named as additional insured on all
insurance policies required by this agreement.
6. Enhancements. The Board shall be responsible for any enhancements,
modifications, renovations, or new construction that is necessary to meet the Board’s needs. The
Board agrees to plan and coordinate with the County the construction of any improvements or
structures on the Joint Use Property. The county reserves the right to disapprove any such plans,
but approval of such plans shall not unreasonably be withheld. Any such plans disapproved by
the County shall not be implemented by the Board, and any approved plans shall be completed
and maintained at Board’s expense.
7. Application of County Policies. The Board agrees that the use of the Joint Use
Property by the Board or under its auspices shall be governed by all relevant County policies
relating to the use of County property. The Board also agrees that its use shall be consistent with
the proper care and preservation of County property
38
8. Ownership Interest in Improvements. All improvements on or to Joint Use
Property shall be the property of the County; however, if the County decides to dispose of the
Joint Use Property during the term of the Agreement the Board shall be entitled to remove
improvements placed thereon by the Board.
9. Administrative Control and First Priority Use for County Recreation
Department Activities. The Board and the County hereby agree that the Person County Director
of Recreation, Arts and Parks or his designee shall have administrative control of the use of the
Joint Use Property and the scheduling of events thereon and that County Recreation, Arts and
Parks Department uses shall have first priority, provided, however, that the Director of
Recreation, Arts and Parks or his designee shall coordinate with the appropriate agent of the
Board in scheduling school-related activities.
10. Second Priority Use for Board. The County hereby agrees that when Joint Use
Properties are not being used and are not needed for County recreation purposes, they may be
used for school activities by the Board, and the Board will have second priority for such use.
However, Person County Director of Recreation, Arts and Parks or his designee may determine
in his sole discretion whether and when to close the Joint Use Property due to inclement weather,
and the Board agrees to comply with any decision regarding closure of the Joint Use Property on
such occasions. All school use of said facilities by the Board must be approved by the County,
the County Manager, Director of Recreation, Arts and Parks or his designee. When using the
Joint Use Property, Board agrees to provide appropriate supervision.
11. Fees. The Board agrees to pay to the County the sum of One Dollar ($1.00) per year
for use of the Joint Use Property, all fees shall be paid upon the execution of this instrument and
each subsequent year’s fee shall be payable on or before July 1st of each subsequent year.
12. Termination. Each party reserves the right to terminate this Agreement upon thirty
(30) days written notice to the other party, or for a substantial violation of the terms and
conditions herein provided.
16. Non-Assignment. Board may not assign this Agreement. Board may use Joint
Use Property only as provided in this Agreement.
17. Entire Agreement. Board agrees that this document constitutes the entire
agreement between the parties and may only be modified by a written mutual agreement signed
by the parties. To the extent that there is any conflict between the terms of this Agreement and
39
any prior understanding or agreement between the parties, the terms of this Agreement shall
control.
IN WITNESS THEREOF, the Person County Board of Education has caused this
agreement to be signed in its name by its Chairman, attested by its Secretary, and sealed with its
corporate seal, and the County has caused this Agreement to be signed in its name by its
Chairman, attested by its Clerk and sealed with its official seal, and by all authority duly given,
the day and year first above written.
PERSON COUNTY PERSON COUNTY
BOARD OF EDUCATION BOARD OF COMMISSIONERS
BY: ___________________________ BY: __________________________
Chairman Chairman
ATTEST: ATTEST:
________________________________ _____________________________
Secretary Clerk to the Board
This instrument has been pre-audited in the manner required by the School Budget and Fiscal
Control Act.
_____________________________________________
School Finance Officer
This instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
_____________________________________________
County Finance Officer
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Joint Use Agreement – RA&P/Lease Agreements
NORTH CAROLINA
PERSON COUNTY
JOINT USE AGREEMENT
FOR RECREATION AREAS LOCATED ON PCS CAMPUSES
THE JOINT USE AGREEMENT, made and entered into this First day of July,
2026, by and between the Person County Board of Commissioners (hereinafter the
“County”), and the Person County Board of Education, a body corporate of the State of
North Carolina (hereinafter referred to as the “Board”):
WITNESSETH:
WHEREAS, the County and Board wish to work together to develop joint
school/park facilities for the recreational use of the residents of the community; and
WHEREAS, the County has requested that the Board grant it permissive use of the
recreation areas located on the Earl Bradsher Pre-School Center campus, the Northern
Middle School campus, the Person High School campus, and the Southern Middle School
campus, described in Exhibits A through D attached; (collectively, the “Joint Use
Property”); and
WHEREAS, the Board finds that the use of the Joint Use Property is not necessary
for public school purposes at all times after normal school hours during the term of the
Agreement and that the use of the Joint Use Property by the County is in furtherance of the
principles of the Community Schools Act; and
WHEREAS, the parties hereto have mutually agreed to the terms of this Agreement
as hereinafter set out;
NOW, THEREFORE, pursuant to N.C.G.S. Sec. 115C, Article 13; Sec. 115C-518;
Sec. 115C-524 and Sec. 160A-274 and in consideration of such other mutual promises and
covenants as hereinafter are contained, the Board and the County do hereby agree as
follows:
1. Property. The Board grants County a license to use, pursuant to the terms of this
Agreement, the recreation areas on the Earl Bradsher Pre-School Center campus, the
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Joint Use Agreement – RA&P/Lease Agreements
Northern Middle School campus, the Person High School campus, and the Southern
Middle School campus, being the Joint Use Property, as described in the exhibits to
this Agreement.
2. Term. This Agreement shall be for a period of five (5) years from July 1, 2026 and
shall terminate on June 30, 2031.
3. Maintenance. County shall be responsible for the following items of maintenance and
repair of the Joint Use Property: maintaining the ball playing fields during times of use
for County Parks and Recreation Department league games which is approximately
from March 15 through August 15 of each year and maintenance and clean-up of the
concession stands, bleacher areas, and field areas during this period and following each
County use. Board shall be responsible for all other maintenance or repair that is not
related to County’s use, including replacement lights at Person High School and
Southern Middle School. Board agrees to inspect for safety the lights, bleachers, and
concession stands at least annually.
4. Utilities. The County shall be responsible for the cost of all utilities for the ball fields
at Person High and Southern Middle Schools. The Board shall be responsible for the
cost of all other utilities necessary for the use of the Joint Use Property.
5. Pets and Service Animals. Except for service animals for persons with disabilities or
as otherwise required by law, pets or animals are prohibited on the Joint Use Property.
The Board may treat any violation of this section as a breach of this Agreement.
6. Liability. The County shall maintain at all times during the term of this Agreement, at
its sole expense, liability insurance in the minimum amounts of $1,000,000.00 in the
case of injury to one person, $2,000,000.00 in the case of injury to more than one
person in the same occurrence, and $500,000.00 in the case of damage to property
caused by the negligence or tort of any agent or employee of the County when acting
within the scope of its authority or the course of its employment in performing the
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Joint Use Agreement – RA&P/Lease Agreements
activities encompassed within this agreement or about the Joint Use Property. To the
extent permitted by law, the County shall indemnify, protect and save harmless the
Board from and against loss or damage to any equipment or improvements placed by it
on the Joint Use Property when said loss or damage does not result from the Board’s
maintenance or use of the property. The County agrees that the Board is authorizing
the use of the Joint Use Property pursuant to this Agreement only to the extent
permitted by G.S. 115C-524(c), and in accordance with G.S. 115C-524, the Board shall
not be liable for injuries or death of any persons suffered by reason of the County’s use
or maintenance of the Joint Use Property. To the extent permitted by law, the County
shall also indemnify, protect, and hold harmless the Board, its agents, and employees
from and against claims or damages, including attorney’s fees, caused by the
negligence or intentional wrongdoing of the County’s agents, invitees, contractors, or
employees.
7. Insurance. The County shall furnish the Board with evidence of all insurance policies
required by this Agreement annually by July 1. The policies shall provide that the
insurance shall not be canceled or coverage reduced without the insurance carrier
giving thirty (30) days written notice to the Board. The Board shall be named as
additional insured to all insurance policies required by the Agreement.
8. Enhancements. The Board may make any enhancements, modifications, renovations,
or new construction on the Joint Use Property as necessary for educational
programming needs. The Board may make such enhancements, modifications,
renovations, or new construction in its sole discretion and without approval from the
County; however, the Board shall notify County that it is making such improvements.
The County shall be responsible for any enhancements, modifications, renovations, or
new construction that is necessary to meet County’s needs. The County agrees to plan
and coordinate with the Board the construction of any improvements or structures on
the Joint Use Property and to proceed with such improvements only after receiving
prior written approval by the Board or Board’s designee. The Board reserves the right
to disapprove such plans, but approval of such plans shall not unreasonably be
43
Joint Use Agreement – RA&P/Lease Agreements
withheld. Any such plans disapproved by the Board shall not be implemented by the
County, and any approved plans shall be completed and maintained at County’s
expense
9. Application of Board Policies. The County agrees that the use of the Joint Use
Property by the County or under its auspices shall be governed by all relevant Board
policies relating to the use of school facilities, including, but not limited to, Board
policies prohibiting the use or possession of alcohol or other controlled substances on
school grounds. County also agrees that its use shall be consistent with the proper care
and preservation of public school property.
10. Ownership Interest in Improvements. All improvements of the property shall be the
property of the Board; however, if the Board decides to dispose of the Joint Use
Property during the term of the Agreement, the County shall be entitled to remove
improvements placed thereon by the County.
11. Administrative Control and First Priority Use for Board’s School-Related Events.
The Board and the County hereby agree that during school hours the Superintendent of
the Person County Schools System or his designee shall have administrative control of
the use of the Joint Use Property and the scheduling of events thereon. The
Superintendent may determine in his sole discretion whether and when to close the
Joint Use Property due to inclement weather, and the County agrees to comply with
any decision regarding closure of the Joint Use Property on such occasions. Both
during and after school hours, the Board’s school-related uses shall have first priority,
provided, however, that the Superintendent or his designee shall coordinate with the
appropriate agent of the County in scheduling school-related activities after school
hours.
12. Second Priority Use for County. The Board hereby agrees that when Joint Use
Properties are not being used and are not needed for school purposes, Joint Use
Properties may be used for non-school community activities by the County. By way of
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Joint Use Agreement – RA&P/Lease Agreements
illustration such times may be during summer vacation, during school holidays, during
weekends, in the afternoons and evenings and at such other times when used by a non-
school group would not interfere with the maintenance or use of the Joint Use Property
for school purposes. All non-school community use of said facilities by the County
must be approved by the Board, provided, however, the Board hereby delegates the
right of such approval to the Superintendent or his designee. When using the Joint Use
Property, County agrees to provide appropriate supervision.
13. Scheduling Cooperation. The Board or its designated agent shall plan with the
County and its designated agent(s) to ensure maximum recreational use of Joint Use
Property during those times when they are not used and not needed for school
purposes.
14. Sex Offender Registry Checks. Before any County employee or volunteer has direct
interaction with students or comes on Joint Use Property under this Agreement, and
annually beginning after the effective date of this Agreement, County shall conduct a
check of each such employee or volunteer on the State Sex Offender and Public
Protection Registration Program and the State Sexually Violent Predator Registration
Program (together, the "State Registration Programs") as well as the National Sex
Offender Registry (the "National Registry"). For County’s convenience only, all of the
required registry checks may be completed at no cost by accessing the United States
Department of Justice Sex Offender Public Website at http://www.nsopw.gov/. No
County employee or volunteer who is found listed on either the State Registration
Programs or the National Registry as a result of the above-referenced searches shall be
allowed to access Joint Use Property under this Agreement. County shall also take
reasonable efforts to prohibit individuals on either the State Registration Programs or
the National Registry from accessing Joint Use Property pursuant to this Agreement.
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Joint Use Agreement – RA&P/Lease Agreements
15. Fees. The County agrees to pay the Board the sum of One Dollar ($1.00) per year for
use of the Joint Use Property, the first year’s fee is payable upon the execution of this
instrument and each subsequent year’s fee shall be payable in advance on or before
July 1 of each subsequent year.
16. Termination. The parties reserve the right to terminate this agreement upon thirty
(30) days written notice to the other party or for substantial violation of the terms and
conditions herein provided.
17. Non-Assignment. County may not assign this Agreement. County may use Joint Use
Property only as provided in this Agreement.
18. Entire Agreement. County agrees that this document constitutes the entire agreement
between the parties and may only be modified by a written mutual agreement signed by
the parties. To the extent that there is any conflict between the terms of this Agreement
and any prior understanding or agreement between the parties, the terms of this
Agreement shall control.
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Joint Use Agreement – RA&P/Lease Agreements
IN WITHESS THEREOF, the Person County Board of Education has caused this
agreement to be signed in its name by its Chairman, attested by its Secretary, and
sealed with its corporate seal, and the County has caused this Agreement to be singed
in its name by its Chairman, attested by its Clerk and sealed with its official seal, and
all authority duly given, the day and year first above written.
PERSON COUNTY PERSON COUNTY
BOARD OF EDUCATION BOARD OF COMMISSIONERS
BY: __________________________ BY: __________________________
Chairman Chairman
ATTEST ATTEST
_______________________________ _____________________________
Secretary Clerk to the Board
This instrument has been pre-audited in the manner required by the Local Government
Budget and Fiscal Control Act.
_____________________________________________
County Finance Officer
47
Joint Use Agreement – RA&P/Lease Agreements
JOINT USE AGREEMENT EXHIBITS
baseball/softball field, gym, and football field.
baseball/softball field, gym, and football field.
stadium, the baseball field, the softball field, gyms, and the
tennis courts.
soccer field, and gym/auditorium
48
AGENDA ABSTRACT
August 17, 2026
Home & Community Care Block Grant (HCCBG) Revised/Final Allocations (PC SC/ PC
DSS) FY 2025-2026
FY 2025-2026 REVISED and FINAL funding plan for provider services allocation reflects
actual spending.
None, no change in final total allocation amount.
Approve the revised provider service allocations.
Maynell Harper, Aging Services Director, Lead Agency HCCBG Person County Senior Center
49
50
51
AGENDA ABSTRACT
August 17, 2026
Veterans Council First Responder Memorial Funding Agreement
During the October 6, 2025 Board of Commissioners meeting, the Board approved the
placement of the Veterans Council First Responder Memorial at the Huck Sansbury Complex
and a one-time contribution in the amount of $4,000 from the FY26 Undesignated
Financial Impact:
Recommended Action:
Submitted By:
52
NORTH CAROLINA
PERSON COUNTY
PERSON VETERANS’ COUNCIL AGREEMENT
This Agreement is made and entered into this 17th day of August, 2026, by and between Person
County, North Carolina, a political subdivision of the State of North Carolina, hereinafter called
“County,” and Person Veterans Council, a North Carolina nonprofit corporation, hereinafter
called “PVC.”
WHEREAS, the PVC president made a presentation to the Person County Board of
Commissioners at its regular meeting on October 6, 2025, and requested a one-time
appropriation to support a tribute to first responders; and
WHEREAS, the PVC also believe that a significant majority of the population would support
building a memorial to honor our dedicated first responders; and
WHEREAS, PVC is a 501(c)(3), non-profit that was formed to increase awareness and
recognition of veterans in Person County; and
WHEREAS, PVC received support from the Recreation Advisory Board for the construction of
the First Responder Memorial to be placed at the Huck Sansbury Complex; and
WHEREAS, the Person County Board of Commissioners approved a one-time appropriation of
$4,000 to PVC for costs associated with construction of the memorial at its meeting on October
6, 2025; and
NOW, THEREFORE, the County agrees to provide a one-time appropriation of $4,000 to PVC
from FY26 budgeted funds, subject to the following provisions:
1. PURPOSE. The funds may be used only to support the construction of the First
Responders Memorial at the Huck Sansbury Complex.
2. REPORTING. PVC shall send a concise written report to the Person County Manager not
later than August 15, 2027, to attest to the use of county funds.
3.TERM AND TERMINATION OF AGREEMENT, POTENTIAL RETURN OF FUNDS.
This Agreement is effective immediately upon execution, and will terminate on June 30,
2027, unless terminated sooner by mutual agreement in writing. If the funding is used for
purposes not contained in the Paragraph 1 above, PVC agrees to repay the provided
funding to the County in full.
53
4. INSURANCE AND INDEMNITY. PVC will maintain adequate liability, workers
compensation and property insurance, and will provide certificates of insurance to the
County if requested. PVC agrees that it is acting as an independent contractor under this
Agreement, and that its employees and contractors are not County employees. PVC
agrees that the County has no ownership interest in or operational responsibility for PVC.
PVC will indemnify and hold harmless the County from any and all liabilities and costs
arising out of the acts or omissions or negligence of PVC to the extent, and only to the
extent, of the one-time appropriation identified above.
5. INSPECTION OF FINANCIAL RECORDS. PVC will provide a detailed report about
expenditure of the funds or allow access to its financial records if requested by the
County.
6. COMPLIANCE WITH LAWS. PVC agrees to comply with all applicable state and
federal laws in its operations and to cooperate in a professional and productive manner
with the partner agencies listed above.
7. NO ASSIGNMENT. PVC agrees that this Agreement is not transferable or assignable,
and that the appropriated funds may not be transferred to other entities, except in
payment for expected expenses, without written consent of the County.
8. APPLICABLE LAW AND FORUM. This Agreement shall be construed under North
Carolina law, and any action to enforce its provisions shall be filed in Person County in
the General Court of Justice of North Carolina.
9. ENTIRE AGREEMENT. The Agreement constitutes the entire understanding of the
parties. Any modification, amendment or rescission of this Agreement must be in writing
signed by both parties.
PERSON COUNTY:
_____________________________________
Kyle Puryear, Chairman Date
Person County Board of Commissioners (SEAL)
Attest:
__________________________________
Michele Solomon, NCCCC
Clerk to the Board
54
This instrument has been pre-audited in the manner required by the Local Government
Budget and Fiscal Control Act.
__________________________________________________
Tracy Clayton, Chief Finance Officer Date
Approved as to legal form: ________________________________________________
T.C. Morphis, Jr., County Attorney Date
Person Veterans Council
_______________________________________
Alan R. Whitlow, President
Attestation and Seal if applicable:
____________________________________
55
AGENDA ABSTRACT
August 15, 2026
Strategic Plan Quarterly Report
On Feb. 20, 2024, the Board of Commissioners adopted the FY25-27 Strategic Plan which
includes vision and mission statements, organizational values and five strategic focus areas
with associated goals and strategies. The goals provide a two- to four-year view of priorities,
and the accompanying strategies describe specific tasks, outputs and/or outcomes intended to
be accomplished over the next one to two fiscal years. This plan is a guiding document for
county elected officials, staff, and volunteers. The attached quarterly report for the timeframe
of April 1-June 30, 2026 informs the board and the public on progress made towards achieving
Financial Impact:
Recommended Action:
Submitted By:
56
Administration
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.1 Support completion of the City of
Roxboro’s Western Sewer Project
City is in the construction phase of the project.
$654,648 in county funding is available to
support project. Additional reimbursements
are pending.
Making
Progress
City is in the construction phase of the project.
$654,648 in county funding is available to
support project. Additional reimbursements
are pending.
Making
Progress
City is in the construction phase of the project.
$654,648 in county funding is available to
support project.
Making
Progress
City is in the construction phase of the project.
$654,648 in county funding is available to
support project.
Making
Progress
2.2
Evaluate water and sewer capacity
and city/county needs for future
growth, revisit interlocal agreement
Initial conversations have occurred with the
city manager regarding the interlocal
agreement. City will propose a draft contract
for the county's consideration.
Making
Progress
City is working on a draft contract for the
county's consideration.
Making
Progress
City is working on a draft contract for the
county's consideration.
Making
Progress
City is working on a draft contract for the
county's consideration.
Making
Progress
2.3
Partner with NC DIT to provide
broadband to all unserved and
underserved areas
Supporting ISP efforts to complete two GREAT
Grant projects, two CAB projects and two CAB
2.0 projects. These six awards will reach more
than 3,700 households and over 200
businesses. Three BEAD projects pending
approval at federal level.
Making
Progress
Supporting ISP efforts to complete two GREAT
Grant projects, two CAB projects and two CAB
2.0 projects. These six awards will reach more
than 3,700 households and over 200
businesses. Three BEAD projects pending
approval at federal level.
Making
Progress
16,425 Person County locations are served
with reliable broadband. 316 are unserved or
underserved and unfunded. (111 pending
funding through BEAD Satellite.) Continuing to
partner with NCDIT and internet service
providers to reach goal of 100%.
Making
Progress
17,056 Person County locations are served
with reliable broadband. 212 are unserved or
underserved and unfunded. Continuing to
partner with NCDIT and internet service
providers to reach goal of 100%.
Making
Progress
2.4
Complete Person County Trail
Feasibility Study and work with
partners to implement
recommendations
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail development.
Making
Progress
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail development.
Making
Progress
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail development.
Making
Progress
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail development.
Making
Progress
2.5
Evaluate transportation and rail
capacity and needs for current and
future growth
Exploring options for regional collaboration
for U.S. 158 widening and other
transportation planning.
Making
Progress
Exploring options for regional collaboration
for U.S. 158 widening and other
transportation planning.
Making
Progress
Exploring options for regional collaboration
for U.S. 158 widening and other
transportation planning.
Making
Progress
Exploring options for regional collaboration
for U.S. 158 widening and other
transportation planning.
Making
Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
6.2
Complete PI/MRF construction and
physical and operational merger
before May 2025
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of the Emergency Services
Department
A comprehensive facilities study is funded in
the FY26 CIP and will incorporate the needs of
the Emergency Services Department.
Making
Progress
A comprehensive facilities study is funded in
the FY26 CIP and will incorporate the needs of
the Emergency Services Department.
Making
Progress
A comprehensive facilities study is funded in
the FY26 CIP and will incorporate the needs of
the Emergency Services Department.
Making
Progress
A comprehensive facilities study is funded in
the FY26 CIP and will incorporate the needs of
the Emergency Services Department.
Making
Progress
6.4 Complete construction and open
“County Farm” park
Construction is still underway. Fall 2025 soft
opening planned, grand opening in
Spring/Summer 2026.
Making
Progress
Soft opening in Fall 2025, grand opening
planned for Spring/Summer 2026.
Making
Progress
Soft opening in Fall 2025, grand opening
planned for Spring/Summer 2026.
Making
Progress
Soft opening in Fall 2025, grand opening
planned for Fall 2026.
Making
Progress
Goal 7 :
7.2
Partner with the PCS to evaluate
population/ enrollment growth, class
size mandates, etc. to determine
need for new construction
Working with PCS and lobbyist to pursue state
funding for the construction of a new middle
school.
Making
Progress
Working with PCS and lobbyist to pursue state
funding for the construction of a new middle
school.
Making
Progress
Working with PCS and lobbyist to pursue state
funding for the construction of a new middle
school.
Making
Progress
Working with PCS to place GO bond on the
November ballot to fund new school
construction.
Making
Progress
7.3
Partner with PCC to plan for and fund
the Center for Health, Advanced
Technology & Trades (CHATT)
Purchased building in FY25. Supporting PCC in
identifying funding for upfitting building and
grounds for the South Campus.
Making
Progress
Purchased building in FY25. Supporting PCC in
identifying funding for upfitting building and
grounds for the South Campus.
Making
Progress
Purchased building in FY25. Supporting PCC in
identifying funding for upfitting building and
grounds for the South Campus.
Making
Progress
Purchased building in FY25. Supporting PCC in
identifying funding for upfitting building and
grounds for the South Campus.
Making
Progress
Goal 8 :
8.1 Increase funding to support
improvements in pre-K-12 education
Funded 8.4% increase for FY26 current
expense budget (fully funded request).
Partially funded capital request.
Making
Progress
Funded 8.4% increase for FY26 current
expense budget (fully funded request).
Partially funded capital request.
Making
Progress
Funded 8.4% increase for FY26 current
expense budget (fully funded request).
Partially funded capital request.
Making
Progress
Funded 5.16% increase for FY27 current
expense budget. Partially funded capital
request. Plan to issue $10.2 in limited
obligation bonds (LOBs) in FY27 to fund capital
needs.
Making
Progress
Economic Opportunity and Growth
Develop and maintain infrastructure that enhances quality of life
Lifelong Learning
Support our educational partners, Person Count Schools (PCS) and Piedmont Community College (PCC)
Capital Investment
Ensure county facilities meet the needs of the public and employees
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)
Completed in FY25.
Completed in FY25.
157
Administration
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
8.2 Ensure funding meets PCC’s
operational needs
Funded 6.89% increase for FY26 current
expense budget (fully funded request).
Partially funded capital request.
Making
Progress
Funded 6.89% increase for FY26 current
expense budget (fully funded request).
Partially funded capital request.
Making
Progress
Funded 6.89% increase for FY26 current
expense budget (fully funded request).
Partially funded capital request.
Making
Progress
Funded 3.0% increase for FY27 current
expense budget. Partially funded capital
request.
Making
Progress
Goal 9 :
9.2
Partner with PCC and PCS to offer
programs to develop skills for
employment in county positions with
a concentrated focus on areas of
critical need
Discussions happen on a case-by-case basis.
No organized initiative to date. Not Started Discussions happen on a case-by-case basis.
No organized initiative to date. Not Started Discussions happen on a case-by-case basis.
No organized initiative to date. Not Started Discussions happen on a case-by-case basis.
No organized initiative to date. Not Started
Goal 11 :
11.1
Monitor and analyze population
growth and demographic changes
and structure services to meet
changing needs
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
approach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
approach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
approach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
approach.
Making
Progress
11.2 Measure progress and update the
strategic plan
Strategic plan updates finalized during the
FY26 budget process. First quarter report
provided to BOC in December 2025.
Making
Progress
Strategic plan updates finalized during the
FY26 budget process. Second quarter report
provided to BOC in March 2026.
Making
Progress
Strategic plan updates finalized during the
FY26 budget process. Third quarter report
provided to BOC in May 2026. Minor updates
proposed for FY27.
Making
Progress
Strategic plan updates finalized during the
FY26 budget process. Fourth quarter report
provided to BOC in August 2026. Minor
updates approved for FY27.
Making
Progress
11.3 Work with partners to improve
digital equity and inclusion
Library secured additional funding from Kerr-
Tar Regional Council of Governments and
assumed programming responsibilities in
FY26.
Making
Progress
Library secured additional funding from Kerr-
Tar Regional Council of Governments and
assumed programming responsibilities in
FY26.
Making
Progress
Library secured additional funding from Kerr-
Tar Regional Council of Governments and
assumed programming responsibilities in
FY26.
Making
Progress
Library secured additional funding from Kerr-
Tar Regional Council of Governments and
assumed programming responsibilities in
FY26.
Making
Progress
Goal 12 :
12.1
Implement provisions of Public
Records Request Policy and online
public records request platform
12.2 Offer a Citizens Academy
Offered second session of Civics Academy in
Fall 2025 with 13 participants. Next session
planned for Spring 2026.
Making
Progress
Completed second session of Civics Academy
in November. Third session starts March 5,
2026.
Completed
Started third session of Civics Academy in
Spring 2026 with 16 participants. Program
expanded to nine weeks.
Making
Progress
Completed third session of Civics Academy in
May. Fourth session planned to start
September 3, 2026.
Completed
12.3
Improve online access to public
meeting materials and county
ordinances and policies
Staff liaisons routinely upload agendas and
minutes to Laserfiche portal for public access.
Clerk and PIO working to streamline ordinance
and policy informaƟon on website.
Making
Progress
Clerk is evaluating options for creating a Code
of Ordinances.
Making
Progress
Clerk is evaluating options for creating a Code
of Ordinances.
Making
Progress
Clerk and PIO have streamlined ordinance and
policy informaƟon on website.Clerk is
evaluating options for creating a Code of
Ordinances.
Making
Progress
Goal 13 :
13.1 Minimize tax increases based on
necessity
FY26 budget approved with a tax rate lower
than FY25 (although higher than revenue
neutral). Tax rate set as low as possible to
address the loss of one-time revenues
budgeted in FY25 and to meet community
needs. Monitoring potential revenue and
expenditure changes for FY27.
Making
Progress
FY26 budget approved with a tax rate lower
than FY25 (although higher than revenue
neutral). Tax rate set as low as possible to
address the loss of one-time revenues
budgeted in FY25 and to meet community
needs. Monitoring potential revenue and
expenditure changes for FY27.
Making
Progress
FY26 budget approved with a tax rate lower
than FY25 (although higher than revenue
neutral). Tax rate set as low as possible to
address the loss of one-time revenues
budgeted in FY25 and to meet community
needs. Monitoring potential revenue and
expenditure changes for FY27.
Making
Progress
FY27 budget approved with a tax rate that is
one cent lower than FY26.
Making
Progress
13.2
Develop and implement an annual
balanced budget and capital
improvement plan
First quarter of FY26 annual budget and FY26-
30 CIP implemented.
Making
Progress
Second quarter of FY26 annual budget and
FY26-30 CIP implemented.
Making
Progress
Third quarter of FY26 annual budget and FY26-
30 CIP implemented.
Making
Progress
Fourth quarter of FY26 annual budget and
FY26-30 CIP implemented and FY27 annual
budget and FY27-31 CIP approved.
Completed
Goal 15 :
15.1 Improve access to healthcare
services See updates from other departments.Making
Progress See updates from other departments.Making
Progress See updates from other departments.Making
Progress See updates from other departments.Making
Progress
15.2 Promote healthy lifestyles and
behaviors See updates from other departments. Making
Progress See updates from other departments. Making
Progress See updates from other departments. Making
Progress See updates from other departments. Making
Progress
Quality of Life
Promote healthy communities
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Service Excellence
Proactively meet the changing needs of the community
Enhance transparency and communication
Promote fiscal responsibility and financial sustainability
Completed in FY25.
258
Administration
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
15.3 Develop and implement plan for
utilizing Opioid Settlement Funds
Implemented Post-Overdose Response Team
in Emergency Services. Opioid Settlement
Committee met quarterly.
Making
Progress
A community survey was conducted during
October 2025. The annual community
meeting was held on 12/2/2025 at PCC. The
committee continued to meet and review data
to prepare for the RFA release in Q3.
Making
Progress
Opioid Settlement Advisory Committee
released RFA for funding.
Making
Progress
Board of Commissioners approved the funding
recommendations of Opioid Settlement
Advisory Committee (OSAC). Funding will be
provided to support early intervention,
recovery housing support, and post-overdose
response team (PORT).
Completed
Service
Excellence
Improve employee recruitment and
retention.
Focus on creating a positive organizational
culture. Promoting effective communication
and employee training. Evaluating pay and
benefits and updating personnel policies and
performance evaluation system.
Making
Progress
Focus on creating a positive organizational
culture. Updated personnel policies and
performance evaluation system. Provided
training for supervisors and employees on
new Perform system.
Making
Progress
Focus on creating a positive organizational
culture. Implemented new Performance
Assessment Program. Evaluated pay and
benefits and developed recommendations for
FY27.
Making
Progress
Focus on creating a positive organizational
culture. Evaluated pay and benefits and
developed recommendations for FY27,
including implementation of public safety pay
study.
Making
Progress
Service
Excellence
Develop communications plan and
strategies for improving
communications and community
engagement.
Ongoing ADA Compliance updates for website,
planning for redesign of county website to
start in Fall 2025. Internal work groups
focusing on cross-department marketing and
communications collaboration.
Making
Progress
Ongoing ADA Compliance updates for website,
planning for redesign of county website to
start in Spring 2026. Internal work groups
focusing on cross-department marketing,
communications collaboration, and ADA
compliance.
Making
Progress
Launched a new series of Communications &
Marketing workshops offered to County staff
to improve communications and meet ADA
Compliance standards. Began redesign of
county website. Cross-department internal
work groups focusing on compliance, policy
review and website.
Making
Progress
Continued workshop offerings for ADA
Compliance and Marketing Accessibility.
Started timeline for website redesign using ten
members on cross-department team.
Proposed new communications related
policies using cross-department team, with
assistance from NCACC.
Making
Progress
Service
Excellence
Prioritize professional development
for all County staff.
Funding provided through the budget process
and expectations communicated.
Making
Progress
Funding provided through the budget process
and expectations communicated.
Making
Progress
Funding provided through the budget process
and expectations communicated.
Making
Progress
Funding provided through the budget process
and expectations communicated.
Making
Progress
Economic
Opportunity
and Growth
Continue to enhance broadband
accessibility and digital inclusion
throughout the County.
See above.Making
Progress See above.Making
Progress See above.Making
Progress See above.Making
Progress
Service
Excellence
Continue to support the evaluation
and efficient operations of the newly
formed Consolidated Human
Services Agency.
Implementing consultant's recommendations. Making
Progress Implementing consultant's recommendations.Making
Progress
Implementing consultant's recommendations.
Hired new Social Services Director to begin
work in May 2026.
Making
Progress
Implementing consultant's recommendations.
New Social Services Director began work in
May 2026.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
359
Airport
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 4 :
4.1 Complete runway strengthening
project
4.2 Complete beginning phases of
runway extension project.
Environmental complete. Public meeting
scheduled for Dec. 8, 2025 at the airport.
Making
Progress
Environmental complete....waiting on
approval from FAA to move forward into
design phase
Making
Progress
Received FAA approval, funds secured, moving
into Land Acquisition Phase
Making
Progress
Progress on-track/starting land acquisition
phase with letters being sent to landowners
Making
Progress
4.3 Secure funding for and construct box
hangars.Requested STI funding for this project.Not Started Requested STI funding for this project.Not Started Requested STI funding for this project.Not Started No funding identified Making
Progress
4.4 Design and secure funding to
renovate or build new terminal.
Design is almost complete. Next step is to
secure funding.
Making
Progress
Design is almost complete. T&B has applied
for a funding grant on behalf of the County.
Making
Progress
Design is substantially complete. Applied for
two Federal funding opportunities.
Making
Progress
Design completed but no funding source
available yet
Making
Progress
Capital
Investment
Plan to design and prepare for
bidding the New Airport Terminal. Same as 4.4 above.Making
Progress Same as 4.4 above.Making
Progress Same as 4.4 above.Making
Progress Same as 4.4 above Making
Progress
Capital
Investment
Plan to design and bid the airport
Access Road Rehabilitation project.
Designed and bid. Should be completed by
early December 2025.
Making
Progress
Almost complete. waiting on appropriate
weather to crack fill and seal parking lot at
terminal
Making
Progress Project is complete.Completed
Capital
Investment
Plan to start the design phase of the
Runway Extension project.
Plan to begin design phase following public
meeting on Dec. 8, 2025.
Making
Progress
Just waiting on FAA approval before starting
design and land acquisition phases
Making
Progress
FAA approved environmental assessment.
Initiated land acquisition phase.
Making
Progress
Moving into land acquisition phase and
subsequent design phase
Making
Progress
Economic Opportunity and Growth
Expand Raleigh Regional Airport at Person County to facilitate economic opportunity and growth
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
Completed in FY25
460
Animal Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 14 :
14.4 Promote responsible pet ownership
and public safety
Continued in-the-field outreach and education
on each call. Also, continued to work with
local students in school for proper pet
ownership and public safety.
Making
Progress
We continue to make steady progress in
promoting responsible pet ownership while
supporting public safety. Efforts have focused
on public education regarding vaccinations
(April Clinic coming up), leash laws, and the
importance of spaying and neutering, along
with consistent enforcement of animal control
ordinances. Through community outreach and
partnerships, we are encouraging responsible
practices that help keep both residents and
animals safe.
Making
Progress
Animal Services focused on promoting
responsible pet ownership and strengthening
public safety throughout the county. Key
initiatives included community outreach on
vaccinations, educational events with schools,
and participation in offsite community events.
Animal Control continued to support safe
neighborhoods through proactive
enforcement of ordinances, timely responses
to public safety concerns, and partnerships
with local organizations.
Making
Progress
This is an ongoing initiative that will never
truly be complete. Person County Animal
Services continues to make progress through
daily public education, community outreach,
and enforcement efforts that promote
responsible pet ownership and enhance public
safety. We remain committed to providing the
public with the information and resources
needed to build a safer, more responsible
community.
Making
Progress
Economic
Opportunity
and Growth
Secure additional financial resources
through grants to support shelter
operations, special programs, and
initiatives.
Currently working with ASPCA on grant
funding to help support a livestock cruelty
case. Looking into other funding options for
food for shelter and the community.
Making
Progress
Efforts continue to focus on identifying and
pursuing grant opportunities to support
shelter operations, special programs, and
community initiatives. Recently, we received a
$10,000 grant from the American Society for
the Prevention of Cruelty to Animals (ASPCA)
to assist with expenses related to an ongoing
horse cruelty case. Securing outside funding
like this helps strengthen our ability to provide
care, support investigations, and expand
services that benefit both animals and the
community we serve.
Making
Progress
This quarter, we launched a low-cost
spay/neuter (SNiP) program for shelter pets in
collaboration with a local veterinary provider,
increasing access to essential services while
helping reduce long-term population
management costs. In addition, Animal
Control continued its partnership with the
Animal Protection Society to support a referral
program that provides community members
with spay/neuter assistance. These efforts
help reduce financial barriers for residents,
promote responsible pet ownership, and
contribute to a more sustainable and humane
approach to animal population control.
Making
Progress
Efforts to secure additional grant funding
remain ongoing. A request has been
submitted for another Chewy community
donation truck, and we are awaiting a
decision. No additional grants have been
pursued since receiving the ASPCA grant;
however, our new Programs and Rescue
Coordinator brings extensive experience with
animal welfare organizations, and we are
optimistic she will help identify and pursue
new funding opportunities to support future
shelter programs and initiatives.
Making
Progress
Service
Excellence
Reduce the shelter population by
increasing the number of successful
fosters and adoptions.
In the beginning stages of getting an onsite vet
set up in the parking lot as a contracted vet to
spay/neuter all shelter pets. Hopefully, this
will be a future spay/neuter option for the
public.
Making
Progress
We continue to focus on reducing the shelter
population by promoting adoptions and
expanding foster opportunities. Through
community outreach, social media promotion,
and partnerships with rescue organizations,
more animals are being placed into foster and
permanent homes, helping create additional
space and improving outcomes for animals in
our care. Currently working on setting a space
up for vendor to do on site spay neuter for
shelter pets.
Making
Progress
This quarter, the Animal Shelter advanced
service excellence through increased fosters
and adoptions. The shelter is working to
increase recruiting methods, support
volunteers, and prioritize placement for
animals most in need.
Making
Progress
Efforts to reduce the shelter population
through increased fosters and adoptions
remain ongoing. While the new spay/neuter
funding has resulted in higher adoption fees,
which may have a slight impact on adoption
numbers, we are optimistic that ensuring
nearly all animals leave our shelter already
spayed or neutered will help reduce unwanted
litters and decrease the number of animals
entering the shelter in the future. We will
continue to promote foster opportunities and
adoptions while working toward this long-
term goal.
Making
Progress
Quality of Life
Enhance public safety and community wellbeing
FY 2025-26 OBJECTIVES (See Adopted Budget)
561
Animal Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
Expand and enhance volunteer
involvement in daily operations,
fostering a sense of community and
reducing labor costs.
Working with local high schools for fulfillment
of community service hours and volunteer
hours with local PCC veterinarian program.
Also, encourage fosters and shelter volunteers
daily.
Making
Progress
Efforts continue to focus on growing and
strengthening our volunteer program to
support daily shelter operations. By
encouraging greater community involvement
and providing meaningful opportunities for
volunteers to assist with animal care,
enrichment, and events, we are building
stronger community connections while
helping reduce overall labor demands. We
participated in the middle school job
shadowing and had two great young men
follow both shelter staff and animal control
officers.
Making
Progress
Volunteer base has increased to 55 active
volunteers, with around 10-15 being weekly
visitors. Volunteers supported multiple
adoption events and played a key role in
assisting with community service efforts.
Their contributions enhanced daily operations,
expanded community engagement, and
supported positive outcomes for animals in
care.
Making
Progress
Volunteer involvement continues to be an
area of focus. While recruiting and retaining
volunteers remains challenging, we have seen
positive growth in our volunteer program. We
are now able to host larger off-site adoption
events with just one staff member supported
by an average of five to seven volunteers. Our
volunteers have also made a meaningful
impact at the shelter by providing additional
enrichment and socialization for the animals in
our care.
Making
Progress
Capital
Investment
Improve the ability to transport
animals to adoption events,
veterinary appointments, and other
shelters to increase adoption
chances and reduce overcrowding.
Currently waiting on receiving our new
adoption vehicle which will allow us to host
more off-site adoption events, and also allow
us to transfer more animals to other shelters
or rescues.
Not Started
Efforts continue to focus on improving our
ability to transport animals to adoption
events, veterinary appointments, and partner
shelters. We have received a new transport
van from the Sheriff’s Office that will be
transitioned into service soon, which will
greatly enhance our ability to safely move
animals and expand adoption opportunities
while helping reduce overcrowding.
Making
Progress
The Animal Shelter received a former Sheriff's
Office transport van. The vehicle is utilized to
support offsite adoption events, Pet-A-Pup
programs, school events, improving mobility,
operational efficiency, and the shelter's ability
to expand community outreach and
engagement.
Making
Progress
The acquisition of a transport vehicle has
significantly improved our ability to transport
animals to adoption events, rescue partners,
and veterinary appointments. Although the
transit van is not yet fully outfitted as planned,
it has already met our operational need for a
dedicated transport vehicle. The van can
accommodate approximately 10 kennels,
adoption supplies, and adoption event tables
tent etc. We are extremely grateful to the
Sheriff's Office for providing this valuable
asset, which has already had a positive impact
on our shelter operations.
Completed
New Initiatives
662
Cooperative Extension
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
community organizations
We offered programs from aging with gusto,
to summer camps for children, to food
distributions for families with more than 40
agencies, Farm groups, and County
departments working with us.
Making
progress
We offered a 7-week Get the Dish Virtual
Cooking Series for adults, offered workshops
on Holiday Meals on a Budget, Mental Health
and Self-Care, Winter Preparedness, Holiday
Budgeting Magic, Wreath Making Workshop
for the public and held a 2-hour Food Handler
Safety Training for food distribution workers.
We also offered pesticide trainings for
continuing ed credits and Small Farm
Bootcamp for new and beginning farmers.
Making
progress
Monthly cattlemen's meetings; Small Farm
Boot Camp; EMS Livestock Training; Youth
Poultry project begins including some
educational components. Worked with AARP
to offer a virtual workshop in January on how
to Clean Your Home the Green Way. We had
over 900 people register with 250 people in
attendance live. National AARP liked the topic
and picked it to promote in their national
newsletter which went out to roughly 350,000
people.
Making
Progress
We continued to offer our virtual Extension at
Home series workshops. Our monthly Lunch
N' Learn workshops focused on stress,
pollinators and dairy. We also began offering
an 8-week fall prevention workshop series
with the Person County Senior Center. Our 4-H
Summer Fun program had 104 youth
participate in our 7 week program, which
worked with a variety of collaborating
partners to teach forensics, crafts,
beekeeping, science, soils, gardening, robotics,
emergency safety, etc.
Making
Progress
Goal 11 :
11.3 Work with partners to improve
digital equity and inclusion
Working with Person County library and Kerr-
Tar senior center
Making
progress
This program has transitioned to the library
and library staff have been trained and
become AARP-certified. Cooperative
Extension supports this initiative by marketing
events such as Person County Senior Center
Tech Time.
Completed
Goal 15 :
15.2 Promote healthy lifestyles and
behaviors
Programs like Aging with Gusto on aging, also
teaching workshops on frozen meals, sleeping,
heart healthy, and the dimensions of wellness
along with Alzheimer's and aging programs
Making
progress
Set up a booth on fire safety and disaster
preparedness at the local Fire Prevention Day,
taught a Physical Activity workshop at the
Person County Senior Center, Helped a local
church offer a food distribution pop-up food
bank for 3 months to the local community
Making
progress
Helped cohost a monthly Extension At Home
virtual series with workshops held each month
with roughly 100 people registered for each
session. Taught a Mental Health workshop for
roughly 25 county employees at Person
Industries and a Heart Health workshop for 35
of their employees. Hosted workshops in
February and March to celebrate Heart Health
Month and National Nutrition month.
Making
Progress
Throughout this quarter, we promoted Stress
Awareness and Mental Health Awareness
through our workshops, weekly radio spots,
newspaper articles and social media posts. We
took a group of older adults to the regional
Elder Abuse Awareness event, where they
could gather information and resources on
aging, health and wellness, and more.
Making
Progress
Goal 16 :
16.2 Promote agri-business and agri-
tourism.
Working with the Kerr-Tar food council. Food
distribution purchased over $10,000 of local
food by local farmers. Working with the
Economic Development Department on
adding more value to local food.
Making
progress
Worked to help distribute $10,000 of local
food and nutrition information to families in
need, continued to serve on the Kerr-Tar Food
Council distributing a food survey to the
communities served, attended a regional
economic development summit to gather
more information on how we can assist,
offered a Eat Fresh Buy Local workshop, and
helped promote the Community Farmers
Market as well as offered access to resources.
We also helped offer a variety of activities
during Farm City Week in November.
Making
progress
Promoted the Virtual Field to Fork webinars
hosted by North Dakota State University
Extension where individuals could learn about
growing, preserving and preparing specialty-
crop fruits and vegetables safely.
Making
Progress
Assisted 4-H youth and their families with
their Livestock projects so they could compete
in the Central Piedmont Livestock Show &
Sale, after which they sold their animals at the
Market. Promoted a virtual workshop from
the USDA on Preparing Your Agricultural
Business.
Making
Progress
Quality of Life
Provide Healthy Weight and Chronic
Disease Prevention programs to help
empower youth and families to lead
healthier lives and become
community leaders.
Had programs on balancing frozen meals,
Heart health, and dimensions of wellness.
Making
progress
Set up a booth at the Cancer Awareness event
hosted by the Person Family Medical Dental
Center; taught a workshop on Caregiving
During the Holidays for caregivers for those
with Alzheimer's and Dementia; expanded 4-H
Summer Fun programs; added new 4-H clubs
to the roster
Making
Progress
Offered a 4-week virtual Dining with Diabetes
program for diabetics, providing education
and cooking demonstrations.
Teaching youth about healthy living and
nutrition with 2 afterschool program sessions
serving 31 youth.
Making
Progress
We held 5 informational sessions promoting
the upcoming Diabetes Prevention Program
which is a year-long program that we cohost
with the Person County Health Department.
We were able to recruit enough participants
to start our next cohort.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget)
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Service Excellence
Proactively meet the changing needs of the community
Quality of Life
Promote healthy communities
Preserve and celebrate rural character and lifestyle
763
Cooperative Extension
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Lifelong
Learning
Provide Youth Development
programs to train teachers in 4-H
STEM hands-on curriculum, which
will increase youth knowledge and
understanding of STEM.
Several summer camp programs were put into
place with Clover buds having an electric day,
a STEM camp that was for electrical circuits, as
well as a teen retreat where they talked more
about science and technology.
Making
progress
Showcased South Elementary STEAM program
by holding a school garden and greenhouse
tour during Farm City Week; celebrated NC
Crunch by purchasing locally-grown produce
to use in healthy recipes for the National Farm
to School program; 4-H assisted youth in
competing at the Market Turkey Show at the
NC State Fair; maintained 4-H Livestock Club
and 4-H Horse Club ;
Making
Progress
Taught afterschool club about simple circuits
and how to use snap circuits to create
different actions. Youth also made paper
circuits with LED and Copper tape to make
mothers day cards to learn about open vs.
closed circuitry. We also completed our 4-H
Embryology and Butterfly programs, teaching
youth about the life cycle.
Making
Progress
Hosted a 4-H STEM summer camp focusing on
the construction of simple machines such as
catapults. Learning how to program robots
with specific objectives to meet. Serving 9
counties with approximately 100 youth.
Making
Progress
Lifelong
Learning
Provide youth with improved
knowledge of local food, agricultural
systems, and understanding
of life skills.
Several summer camp programs were put into
place with Clover buds having an electric day,
a STEM camp that was for electrical circuits, as
well as a teen retreat where they talked more
about science and technology.
Making
progress
Showcased South Elementary STEAM program
by holding a school garden and greenhouse
tour during Farm City Week; celebrated NC
Crunch by purchasing locally-grown produce
to use in healthy recipes for the National Farm
to School program; 4-H assisted youth in
competing at the Market Turkey Show at the
NC State Fair; maintained 4-H Livestock Club
and 4-H Horse Club ;
Making
Progress
At the weekly 4-H Afterschool Club at South
Elementary, we taught or had guest speakers
come in each week to teach lessons on
nutrition, emergency services, soil & water,
stem activities, and so much more.
Making
Progress
Provided free trees to over 100 youth in the
community to celebrate Earth Day, along with
providing information and resources from the
NC Forest Services, wildflower seeds and
gardening information from our Extension
Master Gardener Volunteers. Our 4-H Summer
Fun program offered workshops on gardening,
beekeeping, soils, etc. as well as recruiting
individuals for the 4-H Feather Classic chicken
show.
Making
Progress
Economic
Opportunity
and Growth,
Quality of Life
Continue to assist agricultural
producers with their enterprises in
maintaining their profitability,
which supports the local economy.
The food distribution purchased $10,000 of
local products to be distributed to Person
County residence. As a result of the
distribution a farmer got a local person to buy
exclusively from them.
Making
progress
Offered a Keeping the Farm Workshop for
local landowners; promoted NC AgVentures
Grant Opportunity for Family Farms; Offered
information about the NC Agribility Program
to help farmers or farmworkers with physical
limitations
Making
Progress
Helped with the Regional Tobacco and Good
Agricultural Practices (GAP) training for
farmers; Promoted a virtual Backyard Poultry
Series and Small Ruminant Educational series;
attended the NC Forage & Grasslands Council
conference to learn about stock rates,
profitability, genetics and ecological effects.
Making
Progress
Offered a Pond Clinic to teach about aquatic
weeds and their control measures along with
pond management. Attended a NCSU
Turfgrass Short Course training to be able to
come back and help homeowners and
professionals.
Making
Progress
Lifelong
Learning,
Quality of Life
Disseminate current information to
producers on the latest research
related to quality and safety.
Held several field days and farm tours for
producers and farmers to learn more about
their product. Newsletters were published bi-
monthly.
Making
progress
Promoted a Disaster Risk Management
training designed to help farmers prepare for,
manage, and recover from disaster risks that
threaten farm businesses, held a Small
Ruminant Field Day with a genetics focus,
promoted the NCSU Chainsaw Safety and
Disaster Preparedness 2-day training for
farmers.
Making
Progress
Offered a Respirator Fit Testing workshop and
several Pesticide & Auxin Workshops; Hosted
a Forage & Livestock Field Day to learn how to
leverage technology to improve pastures and
cattle performance.
Making
Progress
Helped offer the Mid Central Cattle
Reproduction School where we provided
information on safely handling their cattle
with regards to reproduction. We made plans
to offer our next round of pesticide classes to
producers. We continue to promote the free
Soil Sample testing, providing boxes, forms,
and transportation of samples to the NCDA
office in Raleigh.
Making
Progress
New Initiatives
864
Economic Development
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 1 :
1.1
Attract new businesses that create
well-paying jobs, add to the tax base
and provide valued services and
products
Partnered with new developers on multiple
projects focused on attracting businesses that
offer well-paying jobs, expand the tax base,
and enhance local services. Worked closely
with partner organizations to ensure that each
project and developer receives the support,
resources, and coordination needed to
successfully recruit new businesses in the
county.
Making
Progress
The department actively searches for
opportunities to attract new businesses to the
county primarily through our partnership with
EDPNC. The department is working to
marketing the county's existing sites and
buildings to attract businesses to increase
availability of jobs and add to the tax base.
Making
Progress
The department is actively searching for
opportunities to attract new business and
industry. Due to lack of suitable product, the
department is working to identify potential
industrial sites to assist in positioning the
county to attract new business investment.
Making
Progress
No new businesses were recruited in Q4, but
the department has begun working with Duke
Energy to participate in a site selection
program to identify prime industrial sites
within the County to further industrial
recruitment.
Making
Progress
1.2
Expand and support existing
businesses
Supported existing businesses by working
closely with state partners and local industries
on various expansion-related needs. Regularly
collaborated with PCC and industry leaders to
address workforce training requirements.
Zachary Group is expected to begin operations
in 2026, and the department has held multiple
meetings with both Zachary and PCC to plan
for their training needs. Additionally, we have
discussed potential housing needs with
Zachary to ensure the community is prepared
to support their incoming workforce.
Making
Progress
Continuing to support existing businesses by
conducting site visits and following up on
information passed on by support partners or
the public. The department will be taking a
more active role in hosting events and
workshops to highlight tools and resources
available to businesses.
Making
Progress
Continuing to work closely with local, regional,
and state partners to connect business and
industry with all available resources, including
access to capital, workforce, business
counseling, and industry-specific support. The
department has been hosting or co-hosting
business education/support events to bring
available resources and associated staff to
Person County to allow business to learn
about resources firsthand. The department
will continue this work into the next fiscal
year.
Making
Progress
The department is continuing to work closely
with major employers as well as small
businesses to identify needs/challenges and
work with resource partners to address
needs/challenges. 10 business retention and
expansion visits were conducted in Q4 to
address workforce development challenges
and infrastructure needs and assist with
business optimization. These visits were
conducted with local, regional, and/or state
partners to address specific needs of the
business. Major employers in the county
reported an overall increase in new employee
hiring.
Making
Progress
1.3
Work with partners to create and
support opportunities for the current
and future workforce to learn and
develop new skills
Met with both local and out-of-town
industries in recent months to better
understand their workforce needs and align
them with training resources available at the
local community college and surrounding
institutions. Encouraged local industries to
provide specialized training equipment to
support skill-specific instruction, ensuring
students are prepared to meet the needs of
these companies upon graduation.
Making
Progress
Continuing to meet with industries within
Person County and those outside of Person
County impacted by workforce development
efforts within Person County to determine
current and future needs and ensure
alignment with coursework offered by Person
County Schools and Piedmont Community
College.
Making
Progress
Business retention and expansion visits are
ongoing but have slowed due to staffing
changes. Needs of business and industry are
being communicated to workforce partners to
facilitate new skill learning opportunities. The
department is continuing to work with PCC
and PCS to identify work-based learning,
internship, and apprenticeship opportunities
with new and existing business and industry.
Making
Progress
The needs of employers are being
communicated to workforce partners. PCC
and PCS CTE are working with the department
to address the workforce needs of industry.
Planning for Manufacturing Day is in progress
with PCC and PCS CTE to help bridge the gap
between employers and education. The
Incumbent Worker program should have
renewed funding at the start of the new fiscal
year.
Making
Progress
1.4
Promote the county's assets
locally, regionally, and nationally
through online and social and print
media platforms and in-person
marketing and recruitment
The departmental website is now complete,
and we regularly update its content to
continue attracting new residents, visitors,
and businesses. The department is also
developing the process for producing a new
promotional video. In addition, the county
may participate in a regional video project that
RTRP is planning for the upcoming year, which
will further enhance our marketing reach
locally, regionally, and nationally.
Making
Progress
The department is taking a more active role on
LinkedIn in an effort to promote Person
County to companies, site selectors, real
estate developers, and individuals. The
department is also working to produce a new
promotional video. The department is
regularly updating the departmental website
to help drive traffic and spark interest.
Making
Progress
The department is making weekly posts on
staff LinkedIn pages to promote Person
County. Staff is attending conferences,
networking events, career fairs, and similar
events to conduct in-person marketing of
Person County. The department will be
undertaking a review of the departmental
website in collaboration with the PIO to
ensure the site is being fully leveraged to best
promote the county.
Making
Progress
The department is continuing to post on
LinkedIn and update the departmental
website and is working to update the printed
marketing materials to reflect current data.
Making
Progress
Economic Opportunity and Growth
Recruit, grow, and retain business and industry
965
Economic Development
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
2.2
Evaluate water and sewer capacity
and city/county needs for future
growth, revisit interlocal agreement
The director discussed the interlocal
government agreement with the County
Manager and understands that conversations
have also taken place between the County
Manager and City Manager. In addition, the
director informed the City Manager that she is
available to brief the new City Council and
Mayor on economic development matters,
including future water and sewer needs to
support growth.
Not Started In depth evaluation of water and sewer
capacity has not been done. Not Started
Conversations with the City of Roxboro
regarding water and sewer capacity have
increased due to the focus on site selection
and development. These conversations will be
ongoing into the next fiscal year. The
interlocal agreement has not been revisited.
Making
Progress
Interlocal agreement has not been revisited,
but the department is engaged with the City of
Roxboro administration and public works
regarding water and sewer capacity and the
impact to existing and anticipated business
and industry.
Making
Progress
2.5
Evaluate transportation and rail
capacity and needs for current and
future growth
Maintained ongoing communication with
NCDOT and Norfolk Southern regarding
transportation and rail capacity to support
current and future growth. Worked closely
with new businesses to ensure all city and
state road transportation requirements are
met. Worked to ensure the county is proactive
within, given the county's location, it will
rarely be prioritized for large-scale DOT road
projects.
Making
Progress
Maintained ongoing communication with
NCDOT and Norfolk Southern regarding
transportation and rail capacity to support
current and future growth. Worked closely
with new businesses to ensure all city and
state road transportation requirements are
met. Worked to ensure the county is proactive
within, given the county's location, it will
rarely be prioritized for large-scale DOT road
projects.
Making
Progress
Maintained ongoing communication with
NCDOT and Norfolk Southern regarding
transportation and rail capacity to support
current and future growth.
Making
Progress
Slow progress in this area, but the department
is continuing communication with NCDOT and
Norfolk Southern. More in-depth evaluation is
expected with site selection efforts in
collaboration with Duke Energy.
Making
Progress
Goal 8 :
8.3 Ensure the 6-14 Workforce Pipeline
remains strong
Supported a strong 6–14 workforce pipeline
by actively engaging with local education
partners. Attended a meeting with PCS,
including the new CTE Director, to review
plans for the program and maintained a seat
on the Business Development Board.
Participated in multiple school-based events
such as job fairs and career days. Met with the
PCC President to discuss grant opportunities
and future partnership initiatives that will
strengthen workforce development efforts.
Making
Progress
Existing Industry Specialist co-chairs the
Business Advisory Council for Person County
Schools CTE to have a more active role in
ensuring the pipeline remains strong.
Continuing to work with PCC to support work
in expanding capacity at PCC South Campus
for technical and trade skills.
Making
Progress
The department is staying engaged with PCC
and PCS CTE to ensure the 6-14 workforce
pipeline remains strong. The department has
taken a more active stance in acting as a
conduit between business and industry and
educational institutions.
Making
Progress
Continuing to work as a conduit between
business and industry and educational
partners. The department has been working
closely with PCS CTE to have more
engagement with existing business and
industry to ensure industries have a skilled
workforce pipeline.
Making
Progress
Economic
Opportunity
and Growth
Continue working on the Economic
Development Action Plan.
Increased engagement with Veterans Affairs,
Senior Center, and environmental interest
groups and spoke with the Library about ways
to become more involved with them.
Surpassed goal of 125 visits and completed
visits with all of our partners. Held a job fair at
the PCC South Campus in September with NC
Works and plan to make it an annual event.
The Director and Existing Industry Specialist
attend several Carolina Core events. Increased
involvement in the airport expansion,
including actively engaging with state and
federal officials to secure financial support.
Making
Progress
The Economic Development Action Plan has
numerous objectives that are on-going.
Though the department is continuing to make
strides, the department and EDC Board has
recognized the need to incorporate specific,
realistic, time-bound goals moving forward
into FY27.
Making
Progress
The department created a FY27 Action Plan to
incorporate more timebound and measurable
goals. The current action plan is being
concluded and will terminate at the end of
FY26.
Making
Progress
The department completed the FY26 Action
Plan and created a FY27 Action Plan with more
focus on timebound and measurable goals.
Completed
FY 2025-26 OBJECTIVES (See Adopted Budget)
Lifelong Learning
Support our educational partners, Person County Schools (PCS) and Piedmont Community College (PCC)
1066
Economic Development
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Economic
Opportunity
and Growth
Collaborate with support partners.
The department has actively collaborated with
support partners on a range of initiatives
aimed at fostering economic growth. Notably,
these efforts have included highly successful
events such as job fairs, which provided direct
employment opportunities for local residents.
Additional support from partners has included
personality development programs, small
business visits, and guidance on grants and
resources for business and industry.
Internally, the department has begun
discussions to organize an event specifically
for partner organizations during Small
Business Week, strengthening relationships
and promoting shared objectives in local
economic development. The RTRP is
contributing by producing regional and
industry-specific flyers to enhance outreach,
while the department has requested a
brochure focused on advanced
manufacturing, highlighting sector-specific
opportunities and resources.
Making
Progress
The department continues to work well with
support partners to enhance economic
development efforts. Promoting support
partner events, assisting with planning and
execution of events and initiatives, and
disseminating information relevant to small
businesses and industry in Person County. The
department is currently working with local
partners (RACC, URG, TDA, PCC, and county
departments) to create "Welcome Bags" for
industries to distribute when hiring employees
from outside of Person County to assist in
keeping dollars local.
Making
Progress
The department is continuing to collaborate
with support partners (RACC, URG, TDA, PCC,
county departments, KTCOG, SBTDC, EDPNC,
NCSU IES, etc.) to enhance the economic
development ecosystem. Currently, planning
is underway for the 2026 KTCOG Summit and
the fall job fair in partnership with NCWorks
and PCC. Additionally, the department is
assisting URG with a "First Friday" series
beginning in June.
Making
Progress
The department is continuing to collaborate
with support partners.
Making
Progress
Economic
Opportunity
and Growth
Staff training to enhance Economic
Development overall.
Continued to prioritize professional
development to strengthen economic
development capacity. Director received
NCCED certification in June 2025 and Existing
Industry Specialist is expected to receive
certification in May 2026.
Making
Progress
Existing Industry Specialist is completing his
Capstone Project to finish his NCCED
certification. Projected completion is June
2026. Staff is exploring education
opportunities as they arrive to include
workshops on FTZs and small business
development resources.
Making
Progress
Staff is continuing training through NCEDA,
ECU, and UNC School of Government. Staff is
also utilizing educational opportunities
through webinars and in-person events as
they become available.
Making
Progress
The Existing Industry Specialist completed the
NCCED program. Staff is completing training
opportunities as they arise.
Making
Progress
Economic
Opportunity
and Growth
Maintain communication with
Microsoft and Spuntech regarding
their future plans in Person
County.
Maintained ongoing communication with
Microsoft regarding their future plans in
Person County and coordinated with both
Microsoft and NCDOT on final plans related to
the Country Club Road closure. Worked
closely with Spuntech to address
infrastructure and permitting needs to
support their operations and future planning.
Making
Progress
Maintaining communication with Microsoft
and Spuntech regarding future plans in Person
County. Spuntech is working to construct its
new facility on the former North Park Site with
estimated completion being in Spring/Summer
2026.
Making
Progress
Maintaining communication with Microsoft
regarding future plans and community
engagement. Spuntech's new expansion is
nearing completion.
Making
Progress
Maintaining communication with Microsoft
regarding future plans and community
engagement. Spuntech's new expansion is
nearing completion.
Making
Progress
Economic
Opportunity
and Growth
Identify potential sites to increase
the county's inventory.
Conducted appraisals on prospective
properties to evaluate suitability and value.
Collaborated with developers to identify
properties that aligned with their project
needs, helping expand the county’s inventory
opportunities.
Making
Progress
Evaluated use of Person County GIS as a tool
to assist with identifying sites for potential
development as a way to minimize spending
while achieving desired results.
Making
Progress
The EDC is working to identify sites for
industrial development due to the county's
lack of suitable industrial sites and buildings.
The department is working with GIS to
leverage GIS tools to assist in site
identification.
Making
Progress
The department is working with Duke Energy
on a site selection plan that is expected to
start Q1 of FY27.
Making
Progress
Economic
Opportunity
and Growth
Continue working on upgrades and
addressing the needs of the Raleigh
Regional Airport to
ensure it is utilized to its full
potential.
The county met with the NCDOT Department
of Aviation to discuss plans for Raleigh
Regional Airport. The department maintains
contact with state and federal officials to
secure financial support and grant
opportunities.
Making
Progress
PIO and Existing Industry Specialist are now
handling public requests for information
regarding Raleigh Regional to ensure customer
service is high to individuals inquiring about
the airport. Director, in collaboration with
County administration, has maintained
contact with state and federal officials.
Making
Progress
The department, along with county
administration, is working towards runway
extension and other upgrades at Raleigh
Regional Airport. The department is
continuing to handle inquires regarding the
airport such as hangar availability, services
available, and general requests.
Making
Progress
The department is continuing to work with
County Administration and General Services
on airport upgrades and manage inquiries and
requests from the public and/or business
interests.
Making
Progress
New Initiatives
1167
Economic Development
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
1268
Environmental Health
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 3 :
3.1
Reduce the time that it takes to issue
environmental health, zoning and
building permits
Received 105 applications during Quarter 1.
Maintaining a 4-5 week processing time.
Making
Progress
Received 51 applications during Q2.
Timeframe for completion during Q2 was 4.5
weeks due to high amounts of precipitation
and holidays.
Making
Progress
Received 52 applications during this quarter,
timeframe for completion is 4 weeks.
Making
Progress
Received 61 applications during this quarter,
timeframe for completion is 4 weeks.
Making
Progress
Service
Excellence
Implement new available technology
to provide more comprehensible
documentation.
The availability of new technology and
equipment being utilized by staff has
contributed to more septic systems being
located on difficult properties when system
locations are unknown or ground is too hard
to probe. The GPS Units used allows for
specialists to pinpoint more accurately their
septic areas in relation to potential property
lines, proposed house sites, etc. in
cooperation with GIS. The units can then be
utilized to precisely pinpoint the installed
septic system with house foundations, wells,
properties. These methods will further allow
use to approve potential building additions for
property owners in the future.
Making
Progress
GPS units are used by specialists daily for
every aspect of their positions. Use is
dependent on cell service and GIS software
functionality.
Making
Progress
GPS units are used by specialists daily for
every aspect of their positions. Use is
dependent on cell service and GIS software
functionality. New improvements are
continued to be envisioned and implemented.
Making
Progress
Worked with IT on the development of a new
staff data collection system. The new system
will improve efficiency of the reporting of daily
activities of staff and align with state reporting
requirements. Implementation is slated for
Q1 of FY27.
Making
Progress
Economic
Opportunity
and Growth
Maintain onsite wastewater site
evaluation processing time at 4
weeks.
Received 105 applications during Quarter 1.
Maintaining a 4-5 week processing time.
Making
Progress
Received 51 applications during Q2.
Timeframe for completion during Q2 was 4.5
weeks due to high amounts of precipitation
and holidays.
Making
Progress
Received 52 applications during this quarter,
timeframe for completion is 4 weeks.
Making
Progress
Received 61 applications during this quarter,
timeframe for completion is 4 weeks.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
Economic Opportunity and Growth
Ensure the development process is thorough, accessible and efficient
1369
Elections
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Prepare for the 2025 Municipal
election and follow all updated
procedures and processes
administered by the NCSBOE and
changes in the law as outlined in the
general statues.
Completed absentee, early voting, and
election day processes and procedures for the
2025 Municipal Election.
Making
Progress
Completed Canvass/Final Reconciliation for
the 2025 Municipal Election.Completed
Lifelong
Learning
Collaborate with other county
departments to build relationships
and trust to achieve common goals.
Specifically, further development of
safety/emergency preparedness for
election day precincts and early
voting sites, and properly prepare
and train our staff and precinct
officials.
Coordinated efforts with the IT Department to
set up laptops and printers in order to conduct
precinct official training, early voting, and
election day processes. Facilitated a
presentation with the Fall Civics Academy
students and shared information regarding the
elections department. Attended NCSBOE
summer conference.
Making
Progress
Conducted training sessions for early voting
and Election Day precinct officials.
Making
Progress
Completed all training requirements for early
voting and Election Day precinct officials as
required by general statutes in preparation for
the 2026 primary.
Completed
Capital
Investment
Drive results with the highest
integrity by creating an environment
of transparency and accuracy.
Continue efforts to build greater
confidence in the elections processes
and accuracy of data. Initiatives will
include 100% accuracy of data with L
& A Testing, Mock Election Results,
Hand/Eye Audit, and reconciliation
processes.
Completed the 2025 Municipal Election early
voting period (390 voters), election day (297
voters), absentee by mail (6 voters), and
provisional (6 voters accepted) voter history,
ballot reconciliation, and tabulator count with
100% accuracy.
Making
Progress
Completed the invoice for the 2025 Municipal
Election with supporting documentation.
Conducted Logic & Accuracy, Mock Election
Results, & Hand/Eye Audit and reconciliation
processes with 100% accuracy.
Completed
Service
Excellence
Increase participation and access to
residents living in facilities through
proactive use of MATS teams.
Conducted MATS training in preparation for
the 2025 Municipal Election. Teams were sent
to facilities to assist residents with completing
absentee processes and ballot packets.
Making
Progress
Teams were sent to facilities to assist residents
with photo ID's and the completion of the
absentee ballot process.
Making
Progress
Teams were sent to facilities to assist residents
with the completion of the absentee ballot
process for the 2026 primary.
Completed
Service
Excellence
Coordinate efforts with local party
leaders to appoint/re-appoint board
members and precinct officials for
the 2025-2027 election cycle.
Completed the precinct official appointment
process for the 2025-2027 election cycle.
Continuing to work with newly appointed
board members to develop a greater
understanding of their responsibilities and
role.
Completed
Capital
Investment
Board members have requested that
we take the necessary steps to meet
requirements for adopting and
acquiring a certified voting system. A
recommendation will be made to the
BOC after witnessing two certified
voting system demonstrations.
Making
Progress
Conducted voting systems demonstrations
and a simulated election to test the EVS
6.3.0.0 voting system. Approval was granted
by the Board of Commissioners and the State
Board to adopt and acquire the EVS 6.3.0.0
voting system in January 2026.
Making
Progress
ES&S completed the software and firmware
updates on the DS200's and Express Vote
machines. Completed acceptance testing and
met all requirements for certification.
Completed
Service
Excellence
Prepare for the 2026 general
election and follow all updated
procedures and processes
administered by the NCSBOE and
changes in the law as outlined in the
general statues.
Not Started Not Started Making
Progress
Submitted the 2026 general election early
voting plans to the SBOE. Published election
notices and completed the Soil & Water
District Supervisor candidate filing period.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
1470
Elections
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Successfully coordinate efforts with
the Finance Team & NCSBOE to
ensure the School Board Bond
Referendum is timely received &
added to the general election ballot.
Making
Progress
School Board bond referendum was timely
received and has been added to the general
election ballot.
Completed
Capital
Investment Prepare FY26-27 Budget Began preparation of FY26-27 budget for our
department.
Making
Progress Submitted FY26-27 budget timely.Completed
Service
Excellence
Conduct cost audit for the 2022 and
2024 general elections as requested
by the State Auditor's office.
Gathering data and supporting documents to
reflect early voting and election day costs for
the specified elections.
Making
Progress
Conducted a cost audit for the 2022 and 2024
general elections as requested by the State
Auditor's office. Data and supporting
documents were submitted timely.
Completed
Lifelong
Learning
Deputy Director to complete the
Election Administrator Certification
Program.
Currently completing online assignments for
certification. Will complete the request to be
scheduled for the certification exam soon.
Making
Progress
Lifelong
Learning
Begin professional training online
courses for election officials. Course
work conducted through the U.S.
Election Assistance Commission
Learning Lab.
Not Started Began professional training on-line courses for
election officials.
Making
Progress
1571
Finance
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 5 :
5.1
Develop and adequately fund a five-
year Capital Improvement Plan
annually
FY2026-27 CIP will begin in Quarter 2.Not Started Developing FY26-27 CIP budget Making
Progress Developing FY26-27 CIP budget Making
Progress FY26-27 CIP budget adopted June 15, 2026 Completed
5.2
Maintain a healthy debt affordability
model per established financial
policies
Collaborating with debt consultants to update
the debt model with FY25 information.
Making
Progress
Debt consultants presented updated debt
model with FY25 information.
Making
Progress
Debt consultants presented updated debt
model with FY25 information.
Making
Progress
Debt consultants presented updated debt
model for GO bond and LOBs issuance.
Making
Progress
Goal 6:
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of all Person County office buildings
Funded in FY26 CIP budget.Not Started Funded in FY26 CIP budget.Not Started Funded in FY26 CIP budget.Not Started Funded in FY26 CIP budget.Not Started
Goal 7 :
7.1
Fund PCS ADA and safety projects
with bond issuances in FY25 and
FY27
Developing PCS project timeline for FY27 bond
issuance.
Making
Progress
Waiting on Board of Education to approve
bids for FY27 bond issuance
Making
Progress
Waiting on Board of Education to approve
bids for FY27 bond issuance
Making
Progress Working through 2026 LOBs issuance process Making
Progress
7.3
Partner with PCC to plan for and fund
the Center for Health, Advanced
Technology & Trades (CHATT)
Goal 8 :
8.1 Increase funding to support
improvements in pre-K-12 education Not Started Developing FY27 annual budget Making
Progress Developing FY27 annual budget Making
Progress
FY27 budget adopted June 15, 2026 with
increased funding for PCS.Completed
8.2 Ensure funding meets PCC’s
operational needs Not Started Developing FY27 annual budget Making
Progress Developing FY27 annual budget Making
Progress
FY27 budget adopted June 15, 2026 with
increased funding for PCC.Completed
Goal 13 :
13.1 Minimize tax increases based on
necessity Not Started Developing FY27 annual budget Making
Progress Developing FY27 annual budget Making
Progress FY27 budget reduced tax rate by 1 cent Completed
13.2
Develop and implement an annual
balanced budget and capital
improvement plan
BOC adopted FY26-27 Budget calendar.Making
Progress Developing FY27 annual budget Making
Progress Developing FY27 annual budget Making
Progress BOC adopted FY27 budget June 15,2026 Completed
13.3 Hire a grant writer and capitalize on
grant opportunities
Service
Excellence
Achieve the fulfillment of all vacant
positions within the department so
as to be fully staffed.
Hired a Payroll Technician in July. Currently
recruiting a Deputy CFO.
Making
Progress
Filled Deputy CFO position and Accounting
and Payroll Supervisor positions. Working to
fill Accounting technician position
Making
Progress
Accounting Technician starting in June. Deputy
CFO and Accounting and Payroll Supervisor
training to learn new responsibilities
Making
Progress
Accounting Technician starting in June. Deputy
CFO and Accounting and Payroll Supervisor
training to learn new responsibilities.
Making
Progress
Service
Excellence
Strategically invest more funds in the
County’s accounts in the North
Carolina Cash Management Trust
(NCCMT) to maximize interest
earnings revenue.
Reviewing bank accounts weekly to ensure the
maximum amount possible is maintained in
the interest-bearing account.
Making
Progress
Reviewing bank accounts weekly to ensure the
maximum amount possible is maintained in
the interest-bearing account.
Making
Progress
Reviewing bank accounts weekly to ensure the
maximum amount possible is maintained in
the interest-bearing account.
Making
Progress
Reviewing bank accounts weekly to ensure the
maximum amount possible is maintained in
the interest-bearing account.
Making
Progress
Service
Excellence
Transition accounts payable
remittances to pay more vendors by
ACH to improve efficiency and
reduce costs.
Actively enrolling additional vendors in ACH
payment processing.
Making
Progress
Actively enrolling additional vendors in ACH
payment processing.
Making
Progress
Actively enrolling additional vendors in ACH
payment processing
Making
Progress
Making steady progress in actively enrolling
additional vendors in ACH payment processing
Making
Progress
Capital Investment
Sustain the capital planning process
Lifelong Learning
Support our educational partners, Person Count Schools (PCS) and Piedmont Community College (PCC)
Service Excellence
Promote fiscal responsibility and financial sustainability
FY 2025-26 OBJECTIVES (See Adopted Budget)
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)
Ensure county facilities meet the needs of the public and employees
Completed in FY25
Completed in FY25
Completed in FY25
1672
Finance
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Capital
Investment
Successfully coordinate with the
County’s bond attorney and financial
consultants for the issuance of the
second tier of LOBs in July 2026 for
school improvements.
Collaborating with debt consultants to update
the debt model with FY25 information.
Making
Progress
Debt consultants presented updated debt
model with FY25 information.
Making
Progress
Working with PCS to coordinate second tier
LOBs
Making
Progress
Coordinating with 2026 LOBs team to issue in
August 2026.
Making
Progress
Service
Excellence
Coordinate with audit firm to
complete and submit the County’s
FY25 audit report by the State’s
deadline of December 31, 2025.
Working with TPSA to submit a timely audit.Making
Progress
FY25 audit presented to BOC on February
17,2026 Completed
Service
Excellence
Complete final phase of
implementation of new purchasing
card system and necessary training
for users on how to submit their card
transactions and approvals into
Munis.
The Accounting Supervisor has completed
additional training and will begin working with
smaller departments, with the goal of full
implementation by May 30, 2026.
Making
Progress
The Accounting Supervisor has completed
additional training and will begin working with
smaller departments, with the goal of full
implementation by May 30, 2026.
Making
Progress
New p-card system implemented and
successfully received by departments Completed
New Initiatives
1773
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of the Emergency Services
Department
Planning efforts continue. Completed planning
process for upgrades to current infrastructure
within the 911 Center to include coordination
with Nash County Emergency Management to
erect a temporary shelter on site for
continued operations during the remodel. All
equipment secured from vendors. And prep
for installation completed. Continue to work
closely with Economic Development to look at
existing and potential spaces for office and
storage space.
Making
Progress
Initiated actual renovation of the 911 Center
to include a remodel of the Operations floor.
This included all new flooring, furnishings,
computers, radio systems, phone systems and
telephone systems. Continue to work closely
with Economic development to explore
existing and potential spaces for office and
storage space.
Making
Progress
Completed renovation of the 911 Emergency
Communications Center. Completed planning
process for safety and security upgrades at
both EMS stations. Continue to work with
Economic Development and County
Administration to seek out existing or
potential spaces for offices and storage.
Making
Progress
Safety and Security upgrades have started at
the two EMS Stations. Bathroom renovations
have started at EMS Station 1. Planning
underway for possible outside storage unit at
EMS Station 1. 911 Communications preparing
to set up emergency back up ECC at PCIT
building. Continue to work closely with
Economic Development to look at existing and
potential spaces for office and storage space.
Making
Progress
Goal 14 :
14.1
Enhance the resiliency of the
community by coordinating and
collaborating the emergency and
disaster mitigation, preparedness,
prevention, response and recovery
activities
Conducted numerous public events to address
emergency and disaster planning and recovery
strategies. Obtained BOC approval for Eno-
Haw Hazard Mitigation Plan. Provided
assistance to the City of Roxboro and Person-
Caswell Lake Authority in their application for
FEMA Recovery Public Assistance due to TS
Chantal. Coordinated Individual Assistance
efforts for TS Chantal. Continue to promote
mass notification system and iPaws system for
community notification and information
sharing during emergencies. Training staff on
WebEOC application and participating in
quarterly exercises to increase proficiency.
Continue to manage two Community Building
Capacity Grant (CBCG) grants to increase
response capabilities in the county. Acquired
and outfitted two UTV vehicles for fire and
rescue response to assist county agencies with
difficult access incidents. Deployed tethered
drone to support three Sheriff’s Office events,
one fire investigation and one mass gathering
event. Staff completed SARTOPO training to
enhance search and rescue response and large
event planning.
Making
Progress
Conducted numerous public events to address
emergency and disaster planning and recovery
strategies. Provided assistance to the City of
Roxboro and Person-Caswell Lake Authority in
their application for FEMA Recovery Public
Assistance due to TS Chantal. Continue to
promote mass notification system and iPaws
system for community notification and
information sharing during emergencies.
Training staff on WebEOC application and
participating in quarterly exercises to increase
proficiency. Continue to manage two
Community Building Capacity Grant (CBCG)
grants to increase response capabilities in the
county. Deployed tethered drone to support
multiple Sheriff’s Office events, one fire
investigation and one mass gathering event.
Acquired county wide SARTOPO program for
all first response agencies.
Making
Progress
Conducted numerous public events to address
emergency and disaster planning and recovery
strategies. Continue to provide assistance to
the City of Roxboro for their FEMA recovery
process from TS Chantal. Continue to
participate in state and regional exercises to
increase proficiency of staff to manage
emergency incidents. Continue to promote
mass notification and iPAWS for community
information sharing during emergencies.
Continue to manage two Community Building
Capacity Grant (CBCG) grants to increase
response capabilities in the county.
Making
Progress
Conducted numerous public events to address
emergency and disaster planning and recovery
strategies. Continue to provide assistance to
the City of Roxboro for their FEMA recovery
process from TS Chantal. Continue to
participate in state and regional exercises to
increase proficiency of staff to manage
emergency incidents. Continue to promote
mass notification and iPAWS for community
information sharing during emergencies.
Completed transition to a new mass
notification system. Closed out Hazardous
Materials Emergency Preparedness Grant and
CBCG grant. Applied for additional
preparedness grants. Continue to
revise/update Emergency Operations Plan.
Making
Progress
Capital Investment
Ensure county facilities meet the needs of the public and employees
Quality of Life
Enhance public safety and community wellbeing
1874
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
14.3
Support volunteer fire departments'
efforts to maintain or lower their ISO
ratings and provide greater
protection to the community
Continue to support fire departments with
medical supply purchases. Continued
discussion with Piedmont Community College
and Operational Medical Director to develop
plans to assist fire departments with ongoing
medical training and certifications. Conducted
SCBA fit testing for multiple departments.
Continue to attend and participate in Chief’s
Association activities. Deployed new alerting
application to all fire departments and law
enforcement agencies to give them better
functionality and situational awareness.
Assisting fire departments with reporting
system requirement changes that go into
effect in January of 2026. Continue response
and support operations on incidents as
needed.
Making
Progress
Continue to support fire departments with
medical supply purchases. Continued
discussion with Piedmont Community College
and Operational Medical Director to develop
plans to assist fire departments with ongoing
medical training and certifications. Conducted
SCBA fit testing for multiple departments.
Continue to attend and participate in Chief’s
Association activities. Deployed new alerting
application to all fire departments and law
enforcement agencies to give them better
functionality and situational awareness.
Assisted fire departments with meeting new
state/national incident reporting
requirements. Continue to support radio
operations for first responder agencies to
assist with compliance with new state
processes. Continue to respond to incidents
and provide on scene support and
investigations.
Making
Progress
Continue to support fire departments with
medical supply purchases. Continued
discussion with Piedmont Community College
and Operational Medical Director to develop
plans to assist fire departments with ongoing
medical training and certifications. Conducted
SCBA fit testing for multiple departments.
Continue to attend and participate in Chief’s
Association activities. Continue to refine a new
alerting application to all fire departments and
law enforcement agencies to give them better
functionality and situational awareness.
Assisted fire departments with meeting new
state/national incident reporting
requirements. Continue to support radio
operations for first responder agencies to
assist with compliance with new state
processes. Continue to respond to incidents
and provide on scene support and
investigations.
Making
Progress
Continue to support fire departments with
medical supply purchases. Continue to attend
and participate in Chief’s Association activities.
Continue to refine a new alerting application
to all fire departments and law enforcement
agencies to give them better functionality and
situational awareness. Assisted fire
departments with meeting new state/national
incident reporting requirements. Continue to
support radio operations for first responder
agencies to assist with compliance with new
state processes. Began radio programming
updates with FR agencies to meet new state
Phase 2 radio requirements. Continue to
respond to incidents and provide on scene
support and investigations.
Making
Progress
Goal 15 : Promote healthy communities
15.1 Improve access to healthcare
services
Continue to partner with Person Memorial
Hospital to promote access of expanded
services. Currently working to expand
cardiology services. Continue to participate in
Person Memorial Board of Trustees. Continue
to serve on DUH Stroke Committee. Continue
to navigate collaboratively with PMH on
reduced radiology services to minimize
impacts to the citizens and EMS operations.
Continue to work collaboratively with law
enforcement on the Co-Responder Program.
Continue to participate in the Person County
Crisis Collaborative to address access to
behavioral health services. Continue to
participate in RACECARS Clinical Trial and
implement a Public Access AED Program for
the general public. Launched Mobile
Integrated Healthcare / Post Overdose
Response Team initiative on September, 01,
2025.
Making
Progress
Continue to partner with Person Memorial
Hospital to promote access of expanded
services. Continue to participate as a member
of the Person Memorial Board of Trustees.
Continue to serve on DUH Stroke Committee.
Continue to work collaboratively with law
enforcement on the Co-Responder Program.
Continue to participate in the Person County
Crisis Collaborative to address access to
behavioral health services. Continue to
participate in RACECARS Clinical Trial and
implement a Public Access AED program for
the general public. Continue to serve on the
Opioid Advisory Committee. Launched Mobile
Integrated Healthcare / Post-Overdose
Response Team on September 1, 2025 with
dedicated staff.
Making
Progress
Continue to partner with Person Memorial
Hospital to promote access of expanded
services. Continue to participate as a member
of the Person Memorial Board of Trustees.
Continue to serve on DUH Stroke Committee.
Continue to work collaboratively with law
enforcement on the Co-Responder Program.
Continue to participate in the Person County
Crisis Collaborative to address access to
behavioral health services. RACECARS Clinical
Trial has officially ended and culminated in a
one day CPR education event. Person County
had the highest number of people trained
across the state for this event. We will
continue for at least the next two years to
submit data to the RACECARS program to
track results. Continue to implement a Public
Access AED program for the general public.
Placed 7 AED's on PATS buses. Looking to
expand to all buses as funding becomes
available. Continue to serve on the Opioid
Advisory Committee. Launched Mobile
Integrated Healthcare / Post-Overdose
Response Team on September 1, 2025 with
dedicated staff. Applied for two grants to
support the growth and evolution of the
Mobile Integrated Healthcare Program.
Making
Progress
Continue to partner with Person Memorial
Hospital to promote access of expanded
services. Continue to participate as a member
of the Person Memorial Board of Trustees.
Continue to serve on DUH Stroke Committee.
Continue to work collaboratively with law
enforcement on the Co-Responder Program.
Continue to participate in the Person County
Crisis Collaborative to address access to
behavioral health. Attended final RACECARS
state meeting. Recognized by the state for our
participation and progress. We will continue
for at least the next two years to submit data
to the RACECARS program to track results.
Continue to implement a Public Access AED
program for the general public. Continue to
serve on the Opioid Settlement Advisory
Committee. Continuing to develop
partnerships and relationships to grow the
MIH Program. Received a grant from the Rural
Healthcare Transformation fund for MIH
program expansion. Applied for a SAHMSA (US
HHS Substance Abuse and Mental Health
Service Administration) grant to support
substance abuse and behavioral initiatives.
Making
Progress
1975
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
15.2 Promote healthy lifestyles and
behaviors
Participate in community events to promote
health, first aid and response to emergencies.
Partnered with faith-based organizations to
teach CPR/AED to their congregations.
Continue to support department personnel
attending Crisis Intervention Team training to
better serve those in the community
experiencing behavioral emergencies.
Making
Progress
Participate in community events to promote
health, first aid and response to emergencies.
Partnered with faith-based organizations to
teach CPR/AED to their congregations.
Continue to teach all new county employees
on hands only CPR. Continue to provide
quarterly CPR certification classes in
cooperation with Human Resources. Continue
to support department personnel attending
Crisis Intervention Team training to better
serve those in the community experiencing
behavioral emergencies. Participate with law
enforcement and the Co-Responder program.
Making
Progress
Participate in community events to promote
health, first aid and response to emergencies.
Partnered with faith-based organizations to
teach CPR/AED to their congregations.
Continue to teach all new county employees
on hands only CPR. Continue to provide
quarterly CPR certification classes in
cooperation with Human Resources. Continue
to support department personnel attending
Crisis Intervention Team training to better
serve those in the community experiencing
behavioral emergencies. Participate with law
enforcement and the Co-Responder program.
Making
Progress
Participate in community events to promote
health, first aid and response to emergencies.
Continue to work on improving social media
outreach. Began project to update official
county website page. Received an AED at no
cost to the county and have donated it to a
church and preparing to assist with CPR/AED
training for the congregation. Partnered with
PC Schools to do CPR/AED/First Aid training
for instructional and support staff starting in
August of 2026. Continue to teach all new
county employees on hands only CPR.
Continue to provide quarterly CPR certification
classes in cooperation with Human Resources.
Continue to support department personnel
attending Crisis Intervention Team training to
better serve those in the community
experiencing behavioral emergencies.
Participate with law enforcement and the Co-
Responder program. Improved
communication method amongst RPD, PCSO
and EMS to ensure timely notifications are
being sent out to support activations.
Making
Progress
15.3 Develop and implement plan for
utilizing Opioid Settlement Funds
Mobile Integrated Healthcare / Post Overdose
Response Team initiative launched on
September 01, 2025. Memorandums of
Agreement established with Piedmont Health
and Person Family Medical Center for
continuation of care and referral. Actively
participate in Opioid Settlement Advisory
committee. Conducted training for partner
organizations on naloxone administration.
Received a second large naloxone distribution
through a grant which allowed additional
resources for county agencies and first
responders. Continue to attend public
education events to educate the public on
resources and harm reduction techniques.
Making
Progress
Continue to support and promote the Mobile
Integrated healthcare Program. Actively
participate in Opioid Settlement committee.
Began planning efforts for a county-wide
health fair event in the spring of 2026.
Conducted training for partner organizations
on naloxone administration. Continue to
attend public education events to educate the
public on resources and harm reduction
techniques.
Making
Progress
Continue to support and promote the Mobile
Integrated Healthcare Program. Actively
participate in Opioid Settlement committee.
Participated in planning efforts for a county-
wide health fair event in the spring of 2026
however this has been moved to the spring of
2027. Planning efforts will continue. Continue
to attend public education events to educate
the public on resources and harm reduction
techniques. Distributed naloxone to some
partner agencies that was acquired through a
grant.
Making
Progress
Continue to support and promote the Mobile
Integrated Healthcare Program. Actively
participate in Opioid Settlement Advisory
Committee. Working to develop MOA with the
new local Morse Clinic to have better access to
Medication Assisted Therapy services.
Conducted training for partner organizations
on naloxone administration and used grant
funds to replace Narcan at PC Health
Department. Collaborated with a non-profit
Harm Reduction program to distribute Narcan.
Continue to attend public education events to
educate the public on resources and harm
reduction techniques.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget)
2076
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
Continue to enhance the
collaboration between the 911
Center and the public safety
community.
Began implementation of new alerting system
for first responders with more capability than
current system. Continue to work on process
improvement to address CAD programming to
enhance operations.
Making
Progress
Implemented new alerting system for first
responders. Began to work on paging and
messaging interface for redundancy.
Renovation of radio system moved to a more
secure and reliable interface with the VIPER
state radio system thus increasing coverage
and stability.
Making
Progress
Continue to refine processes for the new
alerting system for first responders.
Implementation of new VIPER system was
completed. Conducted a performance study
on our Computer Aided Dispatch system and
identified areas for improvement. Worked
with State 911 Board to come up with funding
to hire a CAD specialist to assist with CAD
improvements. CAD upgrade project slated to
start in the end of May 2026. Had county
owned-radio towers assessed and developed
some maintenance initiatives for those
towers.
Making
Progress
CAD Improvement project started with vendor
assistance. Anticipated completion date is
February 2027. Transitioned duplicated
dispatch processes from PCSO to ECC. Began
radio reprogramming project with FR agencies
to make them Phase 2 compliant. Assisted
private partner with radio enhancement
project to allow FR radios to work more
efficiently in their facility. Working with
vendor to extend the life of some older radio
consoles to provide some redundancy
capability. Installed manual tone generator to
enhance FR dispatching during CAD downtime
or outages. Purchased and programmed
pagers for EMS to improve processes for
individual unit dispatches. Began exploration
of automated initial dispatch options to
increase efficiency and consistency on initial
dispatch. All telecommunicators have
completed a new certification in Emergency
Fire Dispatch.
Making
Progress
Service
Excellence,
Quality of Life
Bring Emergency Communications
Division to full staffing through
aggressive recruitment, retention
and training strategies.
Continue to recruit to fill open positions.
Continue to adapt and improve training
regime to streamline training time to get new
hires operational faster. Continue to build
upon reality-based assessments as part of the
release process.
Making
Progress
Continue to recruit to fill open positions.
Continue to adapt and improve training
regime to streamline training time to get new
hires operational faster. Continue to build
upon reality-based assessments as part of the
release process.
Making
Progress
Continue to recruit to fill open positions.
Continue to adapt and improve training
regime to streamline training time to get new
hires operational faster. Continue to build
upon reality-based assessments as part of the
release process.
Making
Progress
Continue to recruit to fill open positions.
Continue to adapt and improve training
regime to streamline training time to get new
hires operational faster. Continue to build
upon reality-based assessments as part of the
release process.
Making
Progress
Quality of Life
Develop Performance Improvement
criteria to measure law enforcement
and fire service dispatch processes
similar to what is already
accomplished with Emergency
Medical Dispatching
Continue EMD QA process and ensuring that
all supervisors have EMD QA certification.
Began process of sending telecommunicators
to EFD and EPD training while concurrently
working on policy development.
Making
Progress
Continue EMD QA process and ensure that all
supervisors have EMD QA certification. About
40% of telecommunicators have completed
EFD training. Policy development continues.
Meetings held with EPD/EFD vendor to begin
looking at integration with current CAD
system. IaR system integrated with CAD
operations.
Making
Progress
Continue EMD QA process and ensure that all
supervisors have EMD QA certification. About
75% of telecommunicators have completed
EFD training. Policy development continues.
Meetings held with EPD/EFD vendor to begin
looking at integration with current CAD
system. IamR system integrated with CAD
operations. Exploring options to integrate AI
systems into 911 to increase efficiency,
improve training and to allow for 100%
incident QA. Still evaluating vendors and
looking at funding opportunities.
Making
Progress
Continue EMD QA process and ensure that all
supervisors have EMD QA certification. All
telecommunicators have completed EFD
training. Policy development continues.
Meetings held with EPD/EFD vendor to begin
looking at integration with current CAD
system. IAR system integrated with CAD
operations. Continuing to refine and offer
additional training opportunities to users.
Exploring options to integrate AI systems into
911 to increase efficiency, improve training
and to allow for 100% incident QA. Still
evaluating vendors and looking at funding
opportunities. EMS Performance
Improvement continues to function well.
Working will EMS billing partner to explore
additional PI initiatives to ensure billing
processes are as efficient as possible.
Making
Progress
Quality of Life
and Service
Excellence
Increase in-service training provided
to Telecommunicators to ensure
they remain the most current on
dispatch procedures and are able to
take advantage on new technologies.
Continue to leverage existing training through
NENA and APCO and ensuring
telecommunicators complete the training.
Contracted with 911 Board initiative to
increase virtual training options and to use
their Learning Management System. Began
review of CAD processes to look for areas of
workflow improvement and efficiencies.
Making
Progress
Continue to leverage existing training through
NENA and APCO and ensuring
telecommunicators complete the training.
Contracted with 911 Board initiative to
increase virtual training options and to use
their Learning Management System. Began
review of CAD processes to look for areas of
workflow improvement and efficiencies.
Making
Progress
Continue to leverage existing training through
NENA and APCO and ensuring
telecommunicators complete the training.
Contracted with 911 Board initiative to
increase virtual training options and to use
their Learning Management System. Began
review of CAD processes to look for areas of
workflow improvement and efficiencies.
Making
Progress
Continue to leverage existing training through
NENA and APCO and ensuring
telecommunicators complete the training.
CAD processes review completed.
Recommendations generated. Working with
vendor to implement those changes.
Integrating more AI and technology aids to
improve processes for call taking, note taking,
training and performance improvement.
Making
Progress
2177
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Lifelong
Learning
Increase public outreach and
education activities through
community interaction to help
educate the community on the role
of Emergency Communications
Developed new material for school and public
events. Implemented a 911 call simulator for
school programs. Participated in multiple
community events this quarter to promote the
appropriate use of 911.
Making
Progress
Developed new material for school and public
events. Continue to promote appropriate use
of 911 using a 911 call simulator for
community programs. Participated in multiple
community events this quarter to promote the
appropriate use of 911.
Making
Progress
Developed new material for school and public
events. Continue to promote appropriate use
of 911 using a 911 call simulator for
community programs. Participated in multiple
community events this quarter to promote the
appropriate use of 911.
Making
Progress
Developed new material for school and public
events. Continue to promote appropriate use
of 911 using a 911 call simulator for
community programs. Participated in multiple
community events this quarter to promote the
appropriate use of 911. Continue to support
tours for community organizations of the 911
Center.
Making
Progress
Service
Excellence
Exercise the new County Emergency
Operations Plan.Exercise development in process. Making
Progress
Exercise development in process. Continue to
participate in state level exercises with staff.
Making
Progress
Exercise development in process. Continue to
participate in state level exercises with staff.
Making
Progress
Exercise development in process. Continue to
participate in state level exercises with staff.
Staff recently completed Resource Tracker 2.0
training.
Making
Progress
Quality of Life
Complete the newly revised County
Emergency operations plan in
collaboration with the City of
Roxboro.
In process. Approximately 80% complete. Making
Progress
In process. Draft completed. Working on
revisions with staff.
Making
Progress
Continue to work on revisions of new EOP
with a publishing date of September 2026.
Making
Progress
Continue to work on revisions of new EOP
with a publishing date of September 2026.
Making
Progress
Service
Excellence
Conduct training and exercises with
County personnel on EOC
operations.
Emergency Services staff continues to train on
WebEOC application. Preparing for WebEOC
upgrade which will offer additional
enhancements to include AI tools for assisting
with decision making processes. Once upgrade
is implemented and tested, we will begin to
train other county staff on the platform. Staff
attended All Hazards NIMS training course.
Continue to encourage county/city staff to
attend required FEMA ICS courses.
Making
Progress
Emergency Services staff continues to train on
WebEOC application. Preparing for WebEOC
upgrade which will offer additional
enhancements to include AI tools for assisting
with decision making processes. Once upgrade
is implemented and tested, we will begin to
train other county staff on the platform.
Continue to encourage county/city staff to
attend required FEMA ICS courses. Staff
continues to attend trainings and exercises to
increase knowledge, skills and abilities.
Making
Progress
Emergency Services staff continues to train on
WebEOC application. Participated in statewide
training and exercise on new WebEOC
features to enhance resource ordering and
tracking. Provided feedback to state for
further refinements. Continue to encourage
county/city staff to attend required FEMA ICS
courses. Staff continues to attend trainings
and exercises to increase knowledge, skills and
abilities.
Making
Progress
Emergency Services staff continues to train on
WebEOC application. Continue to encourage
county/city staff to attend required FEMA ICS
courses. Staff continues to attend trainings
and exercises to increase knowledge, skills and
abilities. Attended Governing Through
Disasters training. Attended Incident
Management Team training. Conducted on
scene ICS operations at three events/incidents
this quarter. Staff attended additional drone
and SARTOPO training.
Making
Progress
Quality of Life
and Service
Excellence
Update County Shelter Plan and
conduct validation exercise(s).
Review conducted of other rural county
shelter plans to learn best practices. Draft
outline for county shelter plan has been
developed. Met with Red Cross to discuss
shelter support operations and training for
county staff. Participate in statewide shelter
planning committee.
Making
Progress
Began re-write of shelter plan based on input
from other stakeholders focused on the new
shelter site at WGMC. Continue to work on LOI
with ARC as part of the planning effort.
Participate in statewide mass shelter planning
committee.
Making
Progress
Continue re-write of County Shelter Plan with
input from NCEM and ARC. Continue to
participate in statewide mass shelter planning
committee. Opened a shelter to support
winter storm operations and opened a "place
of refuge" shelter for the public in anticipation
of severe storm activity to include possible
tornados.
Making
Progress
Continue re-write of County Shelter Plan with
input from NCEM and ARC. Began shelter
training planning with ARC to increase county
staff KSA's on shelter operations. Planning for
a shelter TTX exercise has begun. Continue to
participate in statewide mass shelter planning
committee.
Making
Progress
Quality of Life
Continue to pursue Emergency
Management grant opportunities to
increase the ability of the County to
prepare for, respond to, and recover
from emergencies and disasters.
Most federal and state grants are on hold or
have been eliminated due to federal changes
at the FEMA level. Did receive a $5,000 grant
to support the youth summer camp. Continue
to look for private grant opportunities.
Making
Progress
Most federal and state grants are on hold or
have been eliminated due to federal changes
at the FEMA level. Continue to look for
private grant opportunities.
Making
Progress
Most federal and state emergency
management grants are on hold or have been
eliminated due to federal changes at the
FEMA level. Continue to look for private grant
opportunities.
Making
Progress
Most federal and state emergency
management grants are on hold or have been
eliminated due to federal changes at the
FEMA level. Continue to look for private grant
opportunities. Two FEMA public safety grants
applied for this quarter. Award notifications
anticipated by October 2026. One SAHMSA
grant applied for. Two Rural Healthcare
Transformation grants applied for. One
received back. One private grant applied for
with a notice of award anticipated in
September of 2026. Still waiting on
notification of EMPG grant award. Closed out
CBCG grant but was able to leverage
additional funds to increase functionality of
UTV's purchased with the latest CBCG grant.
Received 911 Board grant funds to implement
enhanced AI performance improvement
software for 911.
Making
Progress
2278
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life Revision of Local Emergency Planning
Committee.
In progress. New draft bylaws written.
Committee members selected. Next meeting
in December 2025.
Making
Progress
LEPC meeting held in December. new officers
elected and new by-laws adopted. Completed
all necessary steps for LEPC reauthorization
from NCEM.
Completed
Quality of Life
and Service
Excellence
Place new Incident Support
(HAZMAT) unit in service.
Continuing to purchase equipment for the
vehicle.
Making
Progress
Continuing to purchase equipment for vehicle
and plan for upfitting. Vehicle renovation
cannot occur until a new ambulance is
received as this unit is still used as an
emergency spare if needed.
Making
Progress
Continuing to purchase equipment for vehicle
and plan for upfitting. Vehicle renovation
cannot occur until a new ambulance is
received as this unit is still used as an
emergency spare if needed.
Making
Progress
Continuing to purchase equipment for vehicle
and plan for upfitting. Acquired new radiation
monitoring equipment to replace outdated
equipment that was no longer serviceable.
Vehicle renovation cannot occur until a new
ambulance is received as this unit is still used
as an emergency spare if needed.
Making
Progress
Quality of Life
and Service
Excellence
Continue to seek avenues to
improve/replace emergency services
facilities to meet the needs of the
staff and the community.
Planning efforts continue. Completed planning
process for upgrades to current infrastructure
within the 911 Center to include coordination
with Nash County Emergency Management to
erect a temporary shelter on site for
continued operations during the remodel. All
equipment secured from vendors. And prep
for installation completed. Continue to work
closely with Economic Development to look at
existing and potential spaces for office and
storage space. Continue to discuss with
County Administration the need for additional
office space. Planning concluded for safety
and security project at the two EMS stations.
Install should begin January 2026.
Making
Progress
Completed renovation of the Emergency
Communications Center. Continuing to refine
some of the radio and CAD features but fully
operational in December. Continue to work
closely with Economic Development to look at
existing and potential spaces for office and
storage space. Continue to discuss with
County Administration the need for additional
office space. Planning concluded for safety
and security project at the two EMS stations.
Install should begin January 2026.
Making
Progress
Completed renovation of the Emergency
Communications Center. Continuing to refine
some of the radio and CAD features but fully
operational in December. Continue to work
closely with Economic Development and
County Administration to look at existing and
potential spaces for office and storage space.
Continue to discuss with County
Administration the need for additional office
space. Security upgrade was delayed due to
funding. Continued to refine the project and
plan to begin installs in June/July of 2026.
Making
Progress
Continue to work County Administration to
look at existing and potential spaces for office
and storage space. Continue to discuss with
County Administration the need for additional
office space. Safety Security Update project
has started with EMS Station 2 completed.
Station 1 is underway. Bathroom upgrades at
Station 1 have begun. Preparation underway
for moving some radio equipment to the PCIT
building to create an emergency dispatch
capability. Converted an existing trailer from
storage to a training/simulation lab space
beside EMS Station 1 to include the capability
to do virtual reality scenario training.
Making
Progress
Service
Excellence
Place two new supervisor vehicles in
service that meet state and federal
requirements for safety.
Held meetings with selected vendor. Still
developing specifications for the vehicle
storage.
Making
Progress Continuing engineering process with vendor.Making
Progress Continuing engineering process with vendor.Making
Progress Continuing engineering process with vendor.Making
Progress
Quality of Life
and Service
Excellence
Continue procurement and design
processes for the purchase of a new
ambulance.
Held engineering meeting with vendor.
Awaiting vehicle specification document
updates for sign off. Chassis has been
procured and is at vendor waiting for
ambulance body install once specifications are
finalized.
Making
Progress
Continuing engineering process with vendor.
Chassis has arrived at the factory but is not in
the manufacturing queue. Anticipate this
happening in the first or second quarter of
2026. Final engineering specifications are
completed.
Making
Progress
Engineering completed and signed off. Chassis
has arrived at the factory but is not in the
manufacturing queue. Expected delivery is
now fall of 2026.
Making
Progress
Engineering completed and signed off. Chassis
has arrived at the factory but is not in the
manufacturing queue. Expected delivery is
now first quarter of 2027.
Making
Progress
Quality of Life
Complete re-write of operational
policies and procedures for the EMS
division.
Work is approximately 60% complete on
policy review and revision. Staff is continuing
to work with contactor and line level
employees on policy revision and creation. Did
adopt revised clinical policies in accordance
with NCOEMS regulations.
Making
Progress
Work is approximately 60% complete on
policy review and revision. Staff is continuing
to work with contractor and line level
employees on policy revision and creation. Did
adopt revised clinical policies in accordance
with NCOEMS regulations. This process was
help up due to preparing for revision and audit
of EMS plan as required by NCOEMS due
January of 2026. After audit is complete, staff
will pivot back to work on policy revisions.
Making
Progress
NCOEMS audit of the County EMS System Plan
was completed in January of 2026 with no
findings. Plan is good for five years unless a
revision is needed. Training conducted on new
clinical policies as well as reviewing and
submitting new clinical policies to NCOEMS for
April 2026 adoption. Operational policy review
continues as staff time allows.
Making
Progress
Continuing operational policy review and
revisions. Clinical policy revisions completed
and approved by NCOEMS. Training has been
completed with staff.
Making
Progress
Quality of Life
and Service
Excellence
Revision of County EMS Plan as a
requirement of the NC Office of
Emergency Medical Services.
Staff is working on revision with assistance of
NCOEMS. Initial draft review planned for
January 2026.
Making
Progress
EMS Plan was rewritten in accordance with
NCOEMS policy. Waiting on final audit results
from NCOEMS.
Making
Progress
EMS Plan completed and approved by
NCOEMS. Completed
2379
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
Collaboratively work with
stakeholders to increase education
and capability for mass casualty
events and hazardous materials
events.
Continue to work with public safety
stakeholders on all three areas. Continuing to
increase hazardous materials response
capabilities. Working on grant application to
purchase additional types of hazardous
materials monitoring equipment to fill
identified gaps. Attended hazardous materials
training. Working with EMS and RFD to
conduct a full scale hazardous materials
exercise in the fall of 2025. Purchased training
props for public safety agencies to use for
hazardous materials and explosives training.
Continue to provide regular training to EMS
personnel on mass casualty trauma care.
Some staff members have received their
instructor certifications in Tactical Emergency
Casualty Care and are hosting classes for
public safety personnel through collaboration
with Piedmont Community College.
Making
Progress
Continue to work with public safety
stakeholders on all three areas. Continuing to
increase hazardous materials response
capabilities. Working on grant application to
purchase additional types of hazardous
materials monitoring equipment to fill
identified gaps. Attended hazardous materials
training. Continue to provide regular training
to EMS personnel on mass casualty trauma
care. Some staff members have received their
instructor certifications in Tactical Emergency
Casualty Care and are hosting classes for
public safety personnel through collaboration
with Piedmont Community College. Key
leadership staff attended SARTOPO training to
assist with large event planning and response
operations.
Making
Progress
Continue to work with public safety
stakeholders on all three areas. Continuing to
increase hazardous materials response
capabilities. Working on grant application to
purchase additional types of hazardous
materials monitoring equipment to fill
identified gaps. Attended hazardous materials
training. Continue to provide regular training
to EMS personnel on mass casualty trauma
care. Conducted Tactical Emergency Casualty
Care for EMS and public safety personnel
through collaboration with Piedmont
Community College.
Making
Progress
Continue to work with public safety
stakeholders on all three areas. Continuing to
increase hazardous materials response
capabilities. Continue to provide regular
training to EMS personnel on mass casualty
trauma care. Signed off on EAP's for Duke
Energy and Roxboro Public Utilities
waterworks. Attended NC DEQ training on
dam structure safety.
Making
Progress
Service
Excellence
Continue development in division
logistics to achieve efficiencies in
procurement and sustainability.
Ongoing. Two additional EMS vending devices
acquired and placed into service. Conducting
significant reorganization of storage at Station
2 to increase efficiencies and eliminate assets
that are no longer needed.
Making
Progress
Efforts continue to look for ways to improve
efficiencies for logistics. Some efforts are
hampered by lack of adequate storage space
but staff continues to look for solutions.
Vending machine program continues to assist
in resupply of ambulances and continues to be
refined based on needs. NarcBox program
enhancements and drug storage/deployment
enhancements implemented. Completed DEA
audit and recertification process.
Making
Progress
Efforts continue to look for ways to improve
efficiencies for logistics. Some efforts are
hampered by lack of adequate storage space
but staff continues to look for solutions.
Assessing feasibility of replacing old storage
building at EMS Station 1 with a newer climate
controlled space. Vending machine program
continues to assist in resupply of ambulances
and continues to be refined based on needs.
Making
Progress
Efforts continue to look for ways to improve
efficiencies for logistics. Some efforts are
hampered by lack of adequate storage space
but staff continues to look for solutions.
Assessing feasibility of replacing old storage
building at EMS Station 1 with a newer climate
controlled space. Vending machine program
continues to assist in resupply of ambulances
and continues to be refined based on needs.
Making
Progress
Service
Excellence
Continue to rebuild education
branch with a focus on not just
clinical education but also on
professional development, ethics,
leadership and personnel
management training.
Continue to refine the newly written of the
911/Emergency Telecommunications Training
program to be more efficient. Had all 911
Supervisors complete EMD QA training to
better be able to assess and correct any
deficiencies found in their shift EMD process
and now working on sending the assistant
supervisors to the same training for their
professional development. Have begun to
send 911 supervisors to EFD training to revise
the fire department dispatch process for
better performance. Implemented new
training program for EMS personnel to better
enhance field performance. Continue to work
on relationships with Piedmont Community
College for EMS continuing education classes
and course management. Continue to
promote educational growth mindset by
sending employees to classes outside the
agency to broaden their perspectives.
Participated with PCC EMS program
reaccreditation process.
Making
Progress
Continue to refine the newly written of the
911/Emergency Telecommunications Training
program to be more efficient. Sending the 911
assistant supervisors to EMD QA training for
their professional development. new
Continue to refine training program for EMS
personnel to better enhance field
performance to include monthly and quarterly
training that is standardized across the shifts.
Continue to work on relationships with
Piedmont Community College for EMS
continuing education classes and course
management. Continue to promote
educational growth mindset by sending
employees to classes outside the agency to
broaden their perspectives. Participated with
PCC EMS program reaccreditation process.
Making
Progress
Continue to refine the newly written
911/Emergency Telecommunications Training
program to be more efficient. Sending the 911
assistant supervisors to EMD QA training for
their professional development. Looking at AI
driven CAD enhancements to assist with
training. Continue to implement training
program for EMS personnel to better enhance
field performance to include monthly and
quarterly training that is standardized across
the shifts. Continue to work on relationships
with Piedmont Community College for EMS
continuing education classes and course
management. Exploring opportunities to
initiate virtual reality training for EMS
providers. Exploring options to create a much-
needed EMS training space. Continue to
promote educational growth mindset by
sending employees to classes outside the
agency to broaden their perspectives.
Making
Progress
Secured funding to implement an AI driven
CAD performance improvement and training
program. Continue to implement training
program for EMS personnel to better enhance
field performance to include monthly and
quarterly training that is standardized across
the shifts. Continuing relationship with
Piedmont Community College for EMS
continuing education classes and course
management. Purchased equipment to
develop a Virtual Reality training system for
EMS Education. This program is designed to
improve clinical decision making and
assessment skills. Converted existing storage
trailer into an EMS simulation/skills lab parked
beside EMS Station 1. Several EMS employees
attended state EMS conference. CRR
employees attended training provided by
OSFM.
Making
Progress
2480
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Continue aggressive recruitment and
hiring and focus on retention within
the division.
Continuing to aggressively recruit, train and
retain staff with a focus on internal employee
retention and promotion. Staffing levels are
vastly improved in all divisions over previous
fiscal years.
Making
Progress
Continuing to aggressively recruit, train and
retain staff with a focus on internal employee
retention and promotion. Staffing levels are
vastly improved in all divisions over previous
fiscal years. However, we continue to fall
behind our competition in salaries to be
attractive to new employees. Additionally we
are planning for multiple EMS vacancies that
will occur in the first half of 2026.
Making
Progress
Continuing to aggressively recruit, train and
retain staff with a focus on internal employee
retention and promotion. Staffing levels are
vastly improved in all divisions over previous
fiscal years. However, we continue to fall
behind our competition in salaries to be
attractive to new employees. Additionally, we
are planning for multiple EMS vacancies that
will occur in the first half of 2026. Continue to
work with HR and County Administration to
address these issues.
Making
Progress
Continuing to aggressively recruit, train and
retain staff with a focus on internal employee
retention and promotion. Staffing levels are
vastly improved in all divisions over previous
fiscal years. However, we continue to fall
behind our competition in salaries to be
attractive to new employees. Additionally, we
are planning for multiple EMS vacancies that
will occur in the first half of 2026. Continue to
work with HR and County Administration to
address these issues.
Making
Progress
Quality of Life
and Service
Excellence
Continue development and
implementation of a Mobile
Integrated Healthcare program.
Launched Mobile Integrated Healthcare / Post-
Overdose Response Team on September 1,
2025 with dedicated staff. Continue to build
community partnerships to better help clients
find appropriate resources. Continue to be
active with the Opioid Settlement Advisory
Committee.
Making
Progress
MIH program had a very successful quarter
engaging with clients and directing their care.
Focus continues to work on broadening
relationships with stakeholders and increasing
the portfolio of resources available.
Developing a process to work more closely
with case management at PMH.
Making
Progress
MIH program continues to grow and is
engaging with clients and directing their care.
Focus continues to work on broadening
relationships with stakeholders and increasing
the portfolio of resources available.
Developing a process to work more closely
with case management at PMH. Program is
hampered by staffing challenges often
requiring EMS to pull the MIH Practitioner
from their duties to staff an ambulance. This
greatly impacts the effectiveness and growth
of the program. Looking at several grant
opportunities to grow the scope of the
program.
Making
Progress
MIH program continues to grow and is
engaging with clients and directing their care.
Focus continues to work on broadening
relationships with stakeholders and increasing
the portfolio of resources available.
Developing a process to work more closely
with case management at PMH. Program is
hampered by staffing challenges often
requiring EMS to pull the MIH Practitioner
from their duties to staff an ambulance. This
greatly impacts the effectiveness and growth
of the program. Looking at several grant
opportunities to grow the scope of the
program.
Making
Progress
Quality of Life
Continue to work with the fire
departments in recruitment of part
time staff.
Participate in community events in which we
promote the role of the volunteer fire
departments to assist with recruitment.
Making
Progress
Participate in community events in which we
promote the role of the volunteer fire
departments to assist with recruitment.
Making
Progress
Participate in community events in which we
promote the role of the volunteer fire
departments to assist with recruitment.
Proposed salary increase for part-time staff in
the upcoming budget.
Making
Progress
Participate in community events in which we
promote the role of the volunteer fire
departments to assist with recruitment.
Proposed salary increase for part-time staff in
the upcoming budget.
Making
Progress
Quality of Life
and Service
Excellence
Continue implementing Community
Risk Reduction (CRR) Program to
help systemically and proactively
manage risks within the community.
Ongoing. Working with CRR staff to develop a
community survey on CRR initiatives and
better understand their understanding of risk.
Staff attended training on risk reduction in
rural communities and farming communities.
Making
Progress
Ongoing. Working with CRR staff to develop a
community survey on CRR initiatives and
better understand their understanding of risk.
CRR staff has been more active promoting
community safety through social media and
attending public events.
Making
Progress
Ongoing. Working with CRR staff to develop a
community survey on CRR initiatives and
better understand their understanding of risk.
CRR staff has been more active promoting
community safety through social media and
attending public events.
Making
Progress
Ongoing. Working with CRR staff to develop a
community survey on CRR initiatives and
better understand their understanding of risk.
CRR staff has been more active promoting
community safety through social media and
attending public events.
Making
Progress
Service
Excellence
and Economic
Opportunity
and Growth
Migrate inspections and permitting
from paper to digital. This will
streamline the process and assist
with record keeping.
Not started. Not Started Not started.Not Started Not started.Not Started Not Started Not Started
Quality of Life
Continue to educate citizens of the
now adopted Fire Protection and
Prevention Ordinance.
Continue to promote through local events.
Working on developing a social media plan to
streamline messaging across all divisions and
help promote specific initiatives.
Making
Progress
Continue to promote through local events.
Working on developing a social media plan to
streamline messaging across all divisions and
help promote specific initiatives.
Making
Progress
Continue to promote through local events.
Social media training completed for key staff.
Much more engaged on social media and
promoting the department.
Making
Progress
Continue to promote through local events.
Social media training completed for key staff.
Much more engaged on social media and
promoting the department.
Making
Progress
2581
Emergency Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
and Lifelong
Learning
Increase opportunities for public
education and outreach on a variety
of risk related topics to better inform
citizens of common risks and
mitigation strategies.
Ongoing. Making
Progress
Staff continues to promote safety and risk
reduction messaging at community events and
through social media. Staff worked hard this
quarter on making improvements to the RAVE
mass notification system to include
conducting several internal tests of the
system. Public test is planned for March 2026.
Making
Progress
Staff continues to promote safety and risk
reduction messaging at community events and
through social media. Staff worked hard this
quarter on making improvements to the RAVE
mass notification system to include
conducting several internal tests of the
system. Public test completed in March of
2026 in conjunction with statewide tornado
drill. Looking at other mass notification
platforms to enhance efforts currently being
conducted by staff and County PIO.
Making
Progress
Staff continues to promote safety and risk
reduction messaging at community events and
through social media. Conducted our third
Safety Explorer’s Camp, with 24 elementary-
aged students, focusing activities on
emergency preparedness and response
through didactic and hands-on activities.
Successfully transitioned and tested new mass
notification system for both employees and
the public.
Making
Progress
Quality of Life
and Service
Excellence
Seek funding/donations to purchase
and equip and new Fire/Life Safety
training simulator to teach the
community about life safety
mitigation techniques.
Continuing to look for grant opportunities
designed for this type of purchase. Working
with grant writer to assist.
Making
Progress
Continuing to look for grant opportunities
designed for this type of purchase.
Making
Progress
Continuing to look for grant opportunities
designed for this type of purchase.
Making
Progress
Continuing to look for grant opportunities
designed for this type of purchase.
Making
Progress
New Initiatives
2682
General Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
6.2
Complete PI/MRF construction and
physical and operational merger
before May 2025
Completed merger of PI/MRF and cancelled
lease of old PI building in July 2025.Completed
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of the Emergency Services
Department
Preparing RFQ to select a firm to access the
overall County's space needs, including
Emergency Services.
Making
Progress
Preparing RFQ/consulting County Manager on
guidelines of assessment regarding
inclusiveness of departments
Making
Progress
Preparing RFQ/consulting County Manager on
guidelines of assessment regarding
inclusiveness of departments
Making
Progress RFQ is ready to distribute Making
Progress
6.5
Complete space needs study,
including ADA accessibility, for
county facilities
Same as 6.3 Making
Progress Same as 6.3 Making
Progress Same as 6.3 Making
Progress Same as 6.3 Making
Progress
Capital
Investment
Continue to make upgrades to newly
acquired Human Services building,
particularly roof, walls, and windows.
Preparing RFQ to select a firm to provide
design, contract/construction administration
services for County roof replacements,
including the Human Services Building roof,
wall, and windows.
Making
Progress
Firm selected and preparing bid documents
for replacement of roof and repairs to rear
wall/windows
Making
Progress
Preparing bid documents for roof replacement
and repairs to rear wall/windows
Making
Progress
RFQ completed / Pre-bid meeting scheduled
for 8/27 and opening of bids scheduled for
9/10
Making
Progress
Capital
Investment
Continue planned roof replacements
on County buildings.
Currently, replacing roof at Government
Services Building , as per scheduled
replacements
Making
Progress
Completed roof replacement on
Government/Inspections building
Making
Progress
No other roof replacements planned for this
quarter.
Making
Progress
Projected roof replacement on Human
Services building in Sept/Oct 2026
Making
Progress
Capital
Investment
Complete the upgrade of the HVAC
system at Person County Office
Building.
Project is complete Completed
Capital
Investment
Replace the exterior windows on
Morgan Street side of PCOB.
Continuing to work with some vendors on
pricing/specification issues. Have trouble
identifying interested vendors.
Making
Progress
Preparing bid documents and plan to bid this
spring 2026
Making
Progress
Currently in bidding process with pre-bid
meeting scheduled for May 26, 2026 and bid
opening on 6/17/2026
Making
Progress
Bids opened and currently working out details
with low bidder. Projected construction in Dec
2026
Making
Progress
New Initiatives
Capital Investment
Ensure county facilities meet the needs of the public and employees
FY 2025-26 OBJECTIVES (See Adopted Budget)
Completed in FY25.
2783
Health
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
community organizations
Promoted services as well as provided
information on various health/wellness topics
at the following events: National Night Out –
approximate reach of 120; Guns Down, Books
Up Back to School Event – approximate reach
of 137; Senior Day at the Library –
approximate reach of 25; Aging with Gusto –
approximate reach of 55. Partnered with the
PCC Nursing Program for a nursing student
rotation.
Making
Progress
Freedom From Smoking Program was offered,
and four individuals quit smoking. Continuing
to partner with the PCC Nursing Program for
nursing student rotation. Participated in Fire
Prevention Day.
Making
Progress
Partnered with PCC for Nursing Student
rotation (Jan - April 2026); Participated in the
Alpha Kappa Alpha Community Baby Shower;
participated in the Spring into Health and
Wellness Event with the Deltas; Colon Cancer
Awareness Event.
Making
Progress
CATCH My Breath Youth Vaping Prevention
Program implemented at Northern and
Southern Middle Schools. Plans for off-site flu
vaccine clinics with partner organizations
began. Continued to share Communicable
Disease information with partners.
Making
Progress
Goal 15 :
15.1 Improve access to healthcare
services
TST services reinstated August 2025. STD
Prevention Initiative- front restroom condom
dispensers Family Planning- Continuing to
promote and have access to the Nexplanon.
Increased “open access” with appointment
accommodations. Working with the University
of Michigan Adolescent Initiative. Participating
in a 10 county initiative- Thriving Hearts.
Making
Progress
PCHD worked with UNC-SPH on the Photo
Library Project which will be used for
communication purposes and increasing
access to our services.
Making
Progress
Continuing the STD Prevention Initiative- front
restroom condom dispensers. Working with
the University of Michigan Adolescent
Initiative. Participating in a 10 county initiative-
Thriving Hearts. Additional staff member is
being trained to provide STD Enhanced Role
Nursing services.
Making
Progress
Continue to have open access scheduling. A
second nurse will complete STD enhanced role
training December 2026; this will increase the
department's capacity to provide more access
to STD services. Continued to work through
reinstating Newborn/Postpartum Home Visit
services.
Making
Progress
15.2 Promote healthy lifestyles and
behaviors
Promoted services as well as provided
information on various health/wellness topics
at the following events: National Night Out –
approximate reach of 120; Guns Down, Books
Up Back to School Event – approximate reach
of 137; Senior Day at the Library –
approximate reach of 25; Aging with Gusto –
approximate reach of 55. Social media
messaging continued to promote healthy
behaviors.
Making
Progress
Freedom From Smoking Program was offered,
and four individuals quit smoking.
Making
Progress
Continued participation in community events
to promote healthy behaviors. Addressed
STDs by providing condoms to the public
through various means. Utilizing social media
platforms to promote healthy lifestyles.
Making
Progress
Offered 6 Diabetes Prevention Program
Information Sessions to recruit participants for
the July 2026 cohort; 10 participants were
recruited.
Making
Progress
15.3 Develop and implement plan for
utilizing Opioid Settlement Funds
Entered into an agreement with Freedom
House Recovery Center for recovery housing
support. PORT is functioning, and Person
County Schools are implementing various
early intervention initiatives. All annual
reports were submitted in accordance with
the requirements.
Making
Progress
A community survey was conducted during
October 2025. The annual community
meeting was held on 12/2/2025 at PCC. The
committee continued to meet and review data
to prepare for the RFA release in Q3.
Making
Progress
Opioid Settlement Advisory Committee
released RFA for funding.
Making
Progress
Board of Commissioners approved the funding
recommendations of OSAC. Funding will be
provided to support early intervention,
recovery housing support, and PORT.
Making
Progress
Service
Excellence
Convene community partners to
continue to address the two
identified health priorities:
overweight/obesity and substance
abuse
The Substance Use Disorder Subcommittee
(SUDS) continued to meet and is planning a
community event for Spring 2026.
Making
Progress
SUDS met to plan Good Morning Coffee Hour
for Q3. Healthy Personians Advisory Board
met to share resources. Opioid Settlement
Advisory Committee held annual community
meeting on 12/2.
Making
Progress
SUDS held monthly meetings and sponsored a
Good Morning Coffee Hour with the Chamber
to highlight local mental health/substance
abuse services.
Making
Progress
SUDS continued to meet regularly and is
planning the 2027 FamFest. Community
Health Assessment Team was established and
began work on the survey to collect primary
data from the community.
Making
Progress
Service
Excellence
Increase client understanding and
participation in clinical services such
as Family Planning, Immunization,
Maternal Health, and STD/I program
services through outreach and
marketing.
During Aging with Gusto, staff provided a
presentation about adult vaccinations
(approximate reach of 23).
Making
Progress
Working with the University of Michigan
Adolescent Initiative. Completed Spakr
Training for being Youth Friendly. Surveys
were completed by staff and providers.
Participating in the regional Thriving Hearts
initiative.
Making
Progress
Increased social media presence; care
management continues outreach for maternal
health patients; created a Teen Confidentiality
Statement; participated in various outreach
events.
Making
Progress
Utilized billboards and social media to increase
awareness of services. Began a reconstruction
project around all of the clinic brochures.
Making
Progress
Promote healthy communities
FY 2025-26 OBJECTIVES (See Adopted Budget)
Capital Investment
Sustain the capital planning process
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Quality of Life
Completed in FY25.
2884
Health
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Explore the need and feasibility of
offering additional client services.
Exploring the need for additional services,
such as primary care. TST services were
explored, need determined, and now offered.
Making
Progress
Continuing to explore the need for additional
services such as primary care and the
reinstatement of postpartum/newborn home
visits.
Making
Progress
Exploration of the reinstatement of the
Newborn and Postpartum Home Visit services
is complete and anticipate reinstatement of
services in July/August 2026.
Making
Progress
Began exploring a possible presentation of
services for the Parenting with Eyes Wide
Open Project.
Making
Progress
Service
Excellence
Continue to monitor WIC Program
participation rates carefully to ensure
that the average participation meets
or exceeds 97% of the assigned base
caseload.
First quarter WIC participation rate exceeds
97% with a rate of 112.4%.
Making
Progress
Q2 WIC participation rate exceeded 97% with
a rate of 110.20%. DCFW increased the base
caseload number in December from 870 to
944.
Making
Progress
Q3 WIC participation rate exceeded 97% with
a rate of 98.6%. The supervisor position was
vacant; a contract staff person was utilized as
a nutritionist.
Making
Progress
Q4 WIC participation rate exceeded 97%;
however, the official number has not been
released from NCDHHS at this time. The
supervisor position was vacant; a contract
staff person was utilized as a nutritionist.
Making
Progress
New Initiatives
2985
Human Resources
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 9 :
9.2
Partner with PCC and PCS to offer
programs to develop skills for
employment in county positions with
a concentrated focus on areas of
critical need
Working on program to present to Roxboro
Community School.
Making
Progress
Making
Progress
Making
Progress
Making
Progress
Goal 10 :
10.1
Enhance recruitment strategies and
streamline selection processes that
aggressively seek out the best talent
to fill county positions and minimize
position vacancy time
Not Started Not Started Not Started Enhanced job postings, competitive pay based
on experience/education.
Making
Progress
10.2 Offer a competitive compensation
program
Making
Progress
This will always be an area we will continue to
monitor. We are currently working on
creating a separate Public Safety Pay Schedule.
Making
Progress
This will always be an area we will continue to
monitor. We are currently working on
creating a separate Public Safety Pay Schedule.
Making
Progress
Conducted pay study internally for Public
Safety. Phase 1 of 2 has been implemented.
Phase 2 is scheduled for January 2027. It was
decided not to create a separate pay schedule
for Public Safety at this time. Cost of living
was implemented 7/1/2026.
Completed
10.3
Offer professional development
opportunities and a supportive work
environment to attract and retain a
talented workforce
Not Started Not Started Making
Progress
Will be incorporated in the formal training
program.
Making
Progress
10.4
Offer leadership education to build
the skills of current and future
leaders in decision making,
communications, problem solving,
team building, and adaptability
Not Started Will be incorporated in the formal training
program.
Making
Progress
Making
Progress
Will be incorporated in the formal training
program.
Making
Progress
Service
Excellence
Implement new Performance
Evaluation Program for employees Training in process. Will be effective 1/1/25.Making
Progress Completed
Service
Excellence Create new merit system.
Adjusted slightly for new Performance
Assessment Program. Would like to increase
percentages but will hold for FY26.
Completed Completed
Service
Excellence
Create formal training program for
employees and supervisors.
Planning what the training will start with and
building upon that each year.
Making
Progress
Making
Progress
Making
Progress
Started monthly orientation for new hires in
July 2027.
Making
Progress
Service
Excellence
Continue to review and restructure
contents of personnel files.
HR Assistant is making progress with auditing
of personnel files.
Making
Progress Projected to be completed by 6/30/2026.Making
Progress Projected to be completed by 6/30/2026.Making
Progress Completed.Completed
Service
Excellence Round table with Human Resources.Not Started Not Started Not Started Will be incorporated with the formal training
program.
Making
Progress
Service
Excellence
Mock interview training for
employees and interviewers.Not Started Will be incorporated in the formal training
program.
Making
Progress
Will be incorporated with the formal training
program.
Making
Progress
Will be incorporated with the formal training
program.
Making
Progress
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
New Initiatives
Service Excellence
Identify, attract, and onboard the most qualified individuals whose skills, experience, and values align with our mission, fostering a culture of excellence
FY 2025-26 OBJECTIVES (See Adopted Budget)
3086
Information Technology
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
6.2
Complete PI/MRF construction and
physical and operational merger
before May 2025
Need to finalize fiber connection - temporary
extension is currently in place.
Making
Progress All technology implementations completed.Completed
6.3
Utilize facility feasibility assessment
to plan for current and future needs
of the Emergency Services
Department
Not Started Not Started Not Started Not Started
Goal 12 :
12.3
Improve online access to public
meeting materials and county
ordinances and policies
Continuing to stream commissioner meetings.
Boards and committees now have access to
Laserfiche to publish content.
Making
Progress
Continuing to support streaming of public
meetings and publishing content via website
and Laserfiche.
Making
Progress
Updated Laserfiche to newer version and
migrated to new server OS. Working with PIO
and website committee on website redesign
and ADA compliance.
Making
Progress
Website redesign in progress. Laserfiche issues
appear to be resolved after updating to new
version and migrating to new server.
Making
Progress
Service
Excellence
Continue to improve cybersecurity
posture via trainings, policies, and
implementation of industry best
practice
Ongoing - recently adopted the Acceptable
Technology Use Policy revisions. Annual
cybersecurity awareness training was
completed in August. SLCGP funds used to
obtain and implement data classification tools
and security/vulnerability assessment utility.
Partnered with Sheriff's Office during October
for social media campaign with cybersecurity
awareness tips.
Making
Progress
Shared multiple cybersecurity tips/flyers to
internal staff and with the public during
Cybersecurity Awareness Month (October).
Making
Progress
Developed and implemented Information
Security Program Charter. This will serve as
the guiding document for future policies and
procedures related to cybersecurity.
Making
Progress
Started development of Technology
Governance and Risk Assessment Procedure.
Developed and implemented AI Use Policy.
Making
Progress
Service
Excellence
Meet staffing needs due to various
challenges including increased
workload/complexity.
Making
Progress
One User Support Specialist has expressed
interest in advancing to the next tier
(Advanced User Support Specialist). They are
currently receiving mentorship from the
Network Admin.
Making
Progress
Partnered with PECIL for an intern during the
spring semester.
Making
Progress
Partnership with PECIL worked out very well -
we're hoping to continue this program in the
fall of 26 and spring of 27.
Making
Progress
Service
Excellence
Offer training to IT staff to keep up-
to-date with changing technologies.
Ongoing - multiple staff have participated in
various classes/conferences.
Making
Progress
Multiple staff attended the NCLGISA
conference in October to network with other
local government IT staff, discuss current
technology trends, and identify potential new
technology solutions.
Making
Progress
Making
Progress
This is an ongoing process. We continue to
offer educational/training opportunities to IT
staff.
Making
Progress
Capital
Investment
Replace EOL hardware/software to
maintain accessibility and integrity of
systems.
Replacing all computers incompatible with
Windows 11. Continuing to install M365 on
workstations to replace outdated versions of
Office.
Making
Progress
Continuing to replace EOL computers and
install M365. Some network hardware
replaced (switches, wireless access points,
etc.).
Making
Progress
Continuing to replace EOL computers at the
County and City.
Making
Progress Completed replacements budgeted for FY26.Completed
Service
Excellence
Setup/configure role-based
provisioning Not Started Internal planning discussions have begun; no
implementation schedule as of yet.Not Started Not Started
We've started with a small sample size for
POC. Full implementation is expected to take
place over the next 3-5 years.
Making
Progress
Capital
Investment
Replace/upgrade 911
workstations/consoles
3/4 workstations completed. Relocated 911
operations to temporary structure during
renovations. Replaced all network wiring
between consoles/positions and server room.
Making
Progress
911 consoles replaced, workstations updated,
and wiring redone.Completed
Capital
Investment
Replace/upgrade 911 virtual
infrastructure Not Started Not Started Delayed due to higher priority needs of 911
division.Not Started Not Started
Completed in FY26
New Initiatives
Capital Investment
Ensure county facilities meet the needs of the public and employees
Service Excellence
Enhance transparency and communication
FY 2025-26 OBJECTIVES (See Adopted Budget)
Completed in FY25
Completed in FY26
3187
GIS
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.1 Support completion of the City of
Roxboro’s Western Sewer Project
Ongoing. Easements mapped, monitoring
construction.
Making
Progress
Monitoring construction. Have begun
identifying City held easements for utilities so
improve mapping of those easements
Making
Progress
Continuing to map City easements. Have
begun updating water and sewer GIS
information city-wide.
Making
Progress
Continuing to map City easements. Have
begun updating water and sewer GIS
information city-wide.
Making
Progress
2.3
Partner with NC DIT to provide
broadband to all unserved and
underserved areas
Ongoing and as funding becomes available.Not Started Ongoing and as funding becomes available.Not Started Ongoing and as funding becomes available.Making
Progress
On hold until further needs or funding
become available
2.4
Complete Person County Trail
Feasibility Study and work with
partners to implement
recommendations
Ongoing.Making
Progress
Feasibility study complete, working with
developers adjacent to proposed trail to
reserve space for trail connections.
Making
Progress
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail development.
Making
Progress
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail development.
Making
Progress
Goal 3 :
3.1
Reduce the time that it takes to issue
environmental health, zoning and
building permits
Ongoing.Making
Progress Ongoing.Making
Progress Ongoing.Making
Progress
All permits are being mapped automatically
with basic information. Detailed information is
being updated quarterly.
Making
Progress
Goal 6 :
6.4 Complete construction and open
“County Farm” park
Created 911 addressing system for park,
created maps for park kiosks.
Making
Progress Collected information for map updates Making
Progress
Ongoing as new trails and amenities are
developed. Have communicated trail and
address information with 911 and various fire
departments.
Making
Progress
Ongoing as new trails and amenities are
developed. Have fine-tuned trail naming and
addressing program with the 911 division.
Making
Progress
Goal 7:
7.2
Partner with the PCS to evaluate
population/ enrollment growth, class
size mandates, etc. to determine
need for new construction
Working to develop a development web
application to share this information.
Making
Progress
Basic EnerGov information is being mapped,
enhanced information is in the works,
discussions with stakeholders held.
Making
Progress
Some specific needs have been identified,
further discussion is scheduled. A manual
permit mapping workflow has been identified
and will be transitioned to scripted over the
next year.
Making
Progress
All permits are being mapped automatically
with basic information. Detailed information is
being updated quarterly.
Making
Progress
Goal 11 :
11.1
Monitor and analyze population
growth and demographic changes
and structure services to meet
changing needs
Working to develop a development web
application to share this information.
Making
Progress
Participated in the Statewide city annexation
project that allows the State to communicate
annexations to the US Census (Boundary and
Annexation Survey).
Making
Progress
Working with the State Demographers office
to simplify Census blocks that will be used in
the 2030 Census to allow for better
information collection, processing, and
analysis.
Making
Progress
Updated GIS data with the US Census Bureau
to include the most recent boundary and
annexation changes.
Making
Progress
Service
Excellence
Finalize state-appraised parcel
mapping.
All but 10 parcels mapped, moving on to work
with the Tax Office.
Making
Progress
Progress is minimal Q2 due to Enterprise GIS
upgrade.
Making
Progress
Deliverable from vendor has been received
and is under evaluation.
Making
Progress
Deliverable from vendor has been received
and is under evaluation.
Making
Progress
Service
Excellence
Transition the GIS Enterprise to
updated software versions and train
staff.
Some staff are on new software, training
underway. Enterprise GIS Solution is deployed
in a test environment and undergoing testing.
Making
Progress
All staff migrated, Enterprise GIS solution
deployed in production, working out final
details and issues.
Making
Progress
Script migration is underway and trending in a
positive direction, although some issues have
been identified.
Making
Progress
All software upgrades have been completed,
training is underway, further application
upgrades are being considered.
Making
Progress
Service
Excellence
Develop a reporting mechanism for
all departments to track activities
related to the County’s Strategic
Plan.
Proactively meet the changing needs of the community
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
Economic Opportunity and Growth
Develop and maintain infrastructure that enhances quality of life
Capital Investment
Ensure the development process is thorough, accessible and efficient
Ensure the development process is thorough, accessible and efficient
Service Excellence
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)
N/A. Will continue to use spreadsheet for reporting.
3288
Inspections
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 3 :
3.1
Reduce the time that it takes to issue
environmental health, zoning and
building permits
This is a continuous goal Making
Progress
We are hitting our goal of 7 to 10 business
days
Making
Progress
We are hitting our goal of 7 to 10 business
days
Making
Progress
We are hitting our goal of 7 to 10 business
days
Making
Progress
Goal 7 :
7.2
Partner with the PCS to evaluate
population/ enrollment growth, class
size mandates, etc. to determine
need for new construction
Not applicable Not Started Not Applicable Not Started Not Applicable Not Started Not Applicable Not Started
Goal 11 :
11.1
Monitor and analyze population
growth and demographic changes
and structure services to meet
changing needs
Not applicable Not Started Not Applicable Not Started Not Applicable Not Started Not Applicable Not Started
Service
Excellence
Continue prioritizing learning and
development for staff to provide
excellent customer service.
This is a continuous goal Making
Progress This is a continuous goal Making
Progress This is a continuous goal Making
Progress This is a continuous goal Making
Progress
Service
Excellence
Encourage the public to use the
online system and take advantage of
the express review process.
This is a continuous goal Making
Progress We have seen an increase in on line users Making
Progress We continue to see more on line users Making
Progress We continue to see more on line users Making
Progress
Service
Excellence
Continue training the three new
inspectors.This is a continuous goal Making
Progress
I added Michael to this as well 3 new
inspectors
Making
Progress This is a continuous goal Making
Progress This is a continuous goal Making
Progress
Service
Excellence
Maintain 7 to 10 business days for
plan review and once new staff is
trained, improve on those numbers.
This is a continuous goal Making
Progress Maintained Making
Progress Maintained Making
Progress Maintained Making
Progress
Service
Excellence
Maintain next day or two-day service
with the new position.This is a continuous goal Making
Progress Maintained Making
Progress Maintained Making
Progress Maintained Making
Progress
Proactively meet the changing needs of the community
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
Economic Opportunity and Growth
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)
Capital Investment
Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)
Service Excellence
3389
Library
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
community organizations
In progress
Librarian staff are emphasizing program
opportunities outside the library proper. In the
process of identifying community
partnerships.
Making
Progress
Community contacts have ben made and the
first programs were held in April 2026. The
new Deputy Director and Outreach Librarian
have begun planning and the initial
implementation of library programming
outside of the building has begun.
Making
Progress
Outreach Librarian has started and working
with community (daycares, retirement
facilities, Person County History Museum) to
expand library services.
Making
Progress
Goal 15 :
15.2 Promote healthy lifestyles and
behaviors Not started Collaborating with Gardening club to manage
and promote seed library in January 2026.
Making
Progress
We have two volunteers maintaining the seed
library and we have had programs centered on
self care.
Making
Progress
Volunteers continue to manage the seed
library.
Making
Progress
Capital
Investment
Work with the Friends of the Library
to raise additional funds to support
library growth.
Book sales in Fall and popup book sales begin
in 2026.In progress Popup book sales will begin in February. 2026
and the spring sale is in April 2026.
Making
Progress
Spring Book sale and popup book sales were
held in the spring. Funds collected are
supporting FOL programs such as the movie
night at the Kirby.
Completed
Pop Up sales continue and FOL funds
supported the Summer Reading opening event
in June 2026.
Completed
Lifelong
Learning
Implement 12 new education-based
programs for all ages by the end of
FY26.
AARP Senior Planets course will be offered in
Nov. 2025.In progress
The library is developing new education
programs for all age groups. The first senior
focused AARP tech course(Smartphone
Photography) began in Oct. 2025. Additional
Children's Storytimes( Mondays), tabletop
game programs(teens), and new technology
and arts & crafts programs for adults twice a
month are being developed.
Making
Progress
We are continuing to provide tech classes,
StoryTime twice a week and a variety of
programs for all age groups.
Completed
We are continuing to provide tech classes,
StoryTime twice a week and a variety of
programs for all age groups.
Completed
Lifelong
Learning and
Quality of Life
Seek opportunities to highlight the
NC Historic Collection.Developing America 250 programming.In progress
Will host first America 250 event in January
2026 and prepping for Summer Reading
programs with America 250 themes focused
on Person County and US history for all ages.
Making
Progress
We have planned and developed our
Programming for America 250. We hosted the
county's first America 250 event in January
2026.
Making
Progress
The Summer Reading event is progressing. We
registered 300 patrons at the opening
ceremony. The library hosted several America
250 focused events during Summer Reading
focused on children, adults and the
community in total.
Completed
Lifelong
Learning
Partner with the Housing Authority
to host technically based programing
for all ages.
Not started Not Started
We have begun the collaborative initiative and
identified 3 areas of collaboration. Literacy,
tech skills and workforce skill development.
Making
Progress
Finalizing Roxboro HA collaboration for Fall
2026.
Making
Progress
Quality of Life
Increase adult and teen volunteer
opportunities to encourage increase
of quality of life for Person County.
Not started Reviewing teen and adult volunteer policies.Making
Progress
The Youth Services librarian supervised our
first teen volunteer for 9 weeks. We have
begun interviewing for the next volunteer and
will look to include them on the FOL advisory
board.
Making
Progress
The Youth Services Librarian has begun
supervision of his second Teen volunteer.
Adult opportunities are being investigated.
Making
Progress
New Initiatives
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Quality of Life
Promote healthy communities
FY 2025-26 OBJECTIVES (See Adopted Budget)
3490
Person Industries
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.2
Complete PI/MRF construction and
physical and operational merger
before May 2025
Received CO's for both phases of project, held
Open House, Ribbon Cutting, and Grand
Opening Celebration 9/5/25.
Completed
Capital
Investment
Complete equipment upgrades at
PCRC.
Equipment upgrades for Phase II completed
and machines are running efficiently.Completed
Service
Excellence
Apply for grants to assist with
equipment upgrade, specifically Tire
and Mattress Shredder.
No grants are open at this time that fit our
scope of practice.Not Started No grants are open at this time that fit our
scope of practice.Not Started
Submitted a RBAC Scrap Tire Grant for $1M in
March 2026 to aid in the purchase of SSI
Shredder with matching funds included in the
CIP.
Making
progress
Local Governments do not qualify for this
grant. State recycling leaders are keeping a
look out for grant opportunities to
recommend.
Making
Progress
Service
Excellence
Obtain additional Production
Contract for in-house work.
Meetings held with Blue San (shoe sole
company), awaiting approval.
Making
Progress
Continuous communication with existing
customers as well as new potentials
Making
Progress
Continuous communication with existing
customers as well as new potentials.
Making
Progress
Continuous communication with existing
customers as well as new potentials.
Making
Progress
Lifelong
Learning
Working and planning for Pre-ETS
(Employment Transition Services)
within Person High School,
partnership with EIPD (Employment
and Independence for People with
Disabilities). Pre-ETS is a program
that helps high school students with
disabilities prepare for careers and
adult life (including career
exploration, work readiness training,
and community work experiences).
Due to Medicaid funding cuts, this planning
has been placed on hold while we navigate the
revenue decrease and how this will effect our
budget over the next year. Once things at the
state level are more concise, we will look back
into this program and beginning planning.
Not Started
Due to Medicaid funding cuts, this planning
has been placed on hold while we navigate the
revenue decrease and how this will effect our
budget over the next year. Once things at the
state level are more concise, we will look back
into this program and beginning planning.
Not Started
Due to Medicaid funding cuts, this planning
has been placed on hold while we navigate the
revenue decrease and how this will affect our
budget over the next year. Once things at the
state level are more clear, we will look back
into this program and begin planning.
Not Started
Due to Medicaid funding cuts, this planning
has been placed on hold while we navigate the
revenue decrease and how this will affect our
budget over the next year. Once things at the
state level are more clear, we will look back
into this program and begin planning.
Not Started
Capital
Investment
Scale Operations and accepting
recycling material from neighboring
counties
Review and research has began to figure out
cost and rates regarding material.
Making
Progress
Gathering data from current recycling center
customer loads to determine fees based on
statewide average.
Making
Progress
Continuing to gather data from current
recycling center customer loads to determine
fees based on statewide average.
Making
Progress
Scale is operating and we have established a
blended value study and calculations to begin
accepting material for cost.
Completed
Capital Investment
Ensure county facilities meet the needs of the public and employees
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
3591
Planning and Zoning
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.4
Complete Person County Trail
Feasibility Study and work with
partners to implement
recommendations
Study completed in FY25. Working with NC
DOT, City of Durham, and Durham County to
acquire rail corridor from Norfolk Southern for
future trail development.
Making
Progress
Working with Parks and Recreation
Department on project, meeting with
potential engineering firms interested in
future RFP.
Making
Progress
Working with Parks and Recreation
Department on project, meeting with
potential engineering firms interested in
future RFP.
Making
Progress
Now an NCDOT and County Park and Rec
project in State Transportation Improvement
Program BL-0168, ROW 2026, total project
cost $14,240,000.
Completed
2.5
Evaluate transportation and rail
capacity and needs for current and
future growth
Exploring options for regional collaboration
for U.S. 158 widening and other
transportation planning.
Making
Progress
Working with Kerr-Tar on future CTP, serving
on US 158 steering committee, nominated for
TCC Chair.
Making
Progress
Working with Kerr-Tar on future CTP, serving
on US 158 steering committee, drafting white
paper on SPOT and Rural inequality, elected as
TCC Chair.
Making
Progress
All issues with US 158 across county addressed
with NCDOT and Roxboro, NCDOT conducting
safety improvements with Roxboro. No funds
for independent study of County
transportation network in Budget or through
Kerr-Tar RPO.
Completed
Goal 3 :
3.1
Reduce the time that it takes to issue
environmental health, zoning and
building permits
With the addition of a part-time Planning
Director, permitting timelines shortened. This
is a continuous goal that will be evaluated by
new staff in the second quarter.
Making
Progress
Presented TRC/DRC text amendment to
Planning Board, with proven examples of
reduced development review process and
timeline including multidepartment support,
coordination and collaboration.
Making
Progress
All zoning permits processed in under 7 days
upon receipt of completed application.
Making
Progress
All zoning permits processed in under 7 days
upon receipt of completed application.Completed
Goal 6 :
6.4 Complete construction and open
“County Farm” park
Construction is still underway. Fall 2025 soft
opening planned, grand opening in
Spring/Summer 2026.
Making
Progress Awaiting grand opening Making
Progress
Working with Parks and Recreation
Department on project, providing assistance
where needed.
Making
Progress Awaiting grand opening.Completed
Goal 7 :
7.2
Partner with the PCS to evaluate
population/ enrollment growth, class
size mandates, etc. to determine
need for new construction
County staff provides data but may be able to
partner more closely.
Making
Progress
Conducted informal TRC/DRC with multiple
departments in 1 meeting to cover
improvements to 3 schools, all permitting
timeline completed.
Making
Progress
Assisting schools where necessary for their
permitting process. Currently no pending
applications.
Making
Progress
Assisting schools where necessary for their
permitting process. Currently no pending
applications.
Making
Progress
Goal 11:
11.1
Monitor and analyze population
growth and demographic changes
and structure services to meet
changing needs
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
approach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
approach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
approach.
Making
Progress
Each department pays attention to these
changes and anticipates potential impacts.
Need to implement countywide, standardized
approach.
Making
Progress
Goal 16:
16.2 Promote agri-business and agri-
tourism
Considered as priorities in staff
recommendations pertaining to ordinance
updates and development proposals.
Researched challenges to agri-tourism through
recent news on Farm Parties.
Making
Progress
Considered as priorities in staff
recommendations pertaining to ordinance
updates and development proposals.
Researched challenges to agri-tourism through
recent news on Farm Parties.
Making
Progress
Considered as priorities in staff
recommendations pertaining to ordinance
updates and development proposals.
Researched challenges to agri-tourism through
recent news on Farm Parties.
Making
Progress
Considered as priorities in staff
recommendations pertaining to ordinance
updates and development proposals.
Researched challenges to agri-tourism through
recent news on Farm Parties.
Making
Progress
Economic
Opportunity
and Growth
Complete Board of Commissioners
review and adoption of the UDO.
Rather than a UDO, work continues on
updating and consolidating Planning
Ordinances. Permitted Use table and
definitions updated, along with other text
amendments.
Making
Progress
Rather than a UDO, work continues on
updating and consolidating Planning
Ordinances. Permitted Use table and
definitions updated, along with other text
amendments.
Making
Progress
Bulk of ordinances consolidated into Planning
Ordinance. County Private Road standards
being reviewed and possibly updated.
Subsequently will be incorporated into
Planning Ordinance.
Making
Progress
Last text amendment completed June 1, 2026.
Ordinance consolidated.Completed
Quality of Life
Provide regulations within the UDO
that address and minimize future
Code Enforcement actions and
makes more efficient use of Code
Enforcement Officer time.
Rather than a UDO, work continues on
updating and consolidating Planning
Ordinances. Closing multiple code-
enforcement cases and working with County
Attorney on other long standing cases (e.g.
2024).
Making
Progress
Two department staff started CZO certification
training through UNC. July 2026, code-
enforcement transition to in-house.
Making
Progress
Two department staff CZO training and exam
complete, awaiting results to complete
transition to in-house code enforcement.
Making
Progress
Code enforcement done in-house through 2
CZO, Standard Operating Procedures SOP
created.
Completed
Service Excellence
Proactively meet the changing needs of the community
FY 2025-26 OBJECTIVES (See Adopted Budget)
Economic Opportunity and Growth
Develop and maintain infrastructure that enhances quality of life
Capital Investment
Ensure the development process is thorough, accessible and efficient
Ensure the development process is thorough, accessible and efficient
Complete Person County Trail Feasibility Study and work with partners to implement recommendations
Quality of Life
Preserve and celebrate rural character and lifestyle
3692
Planning and Zoning
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Complete consultant review of
stormwater regulations and
applications to ensure that all of the
State regulations are provided, while
providing the for an efficient
permitting system.
Staff is reviewing stormwater regulations. Making
Progress Staff is reviewing stormwater regulations. Making
Progress Staff is reviewing stormwater regulations. Making
Progress
Updated Stormwater Management Report
submitted.
Making
Progress
Service
Excellence
Organize scanned records into a
simple and retrievable file
management system and link
applicable records to the County’s
GIS parcel viewer for efficiencies.
Ongoing.Making
Progress Ongoing.Making
Progress Ongoing.Making
Progress Ongoing.Making
Progress
Capital
Investment
Work with the Recreation, Arts, and
Parks Department on stormwater
and recreational trail projects.
Worked on IAIA projects (Centennial Park and
Sports Plex).
Making
Progress
Worked on IAIA projects (Centennial Park and
Sports Plex).
Making
Progress
Worked on IAIA projects (Centennial Park and
Sports Plex).
Making
Progress
IAIA continued, supporting parks and recs
department.Completed
New Initiatives
3793
Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.4
Increased participation numbers and
completed research for upcoming
programs.
The Parks division conducts research each
year to find ways to increase participation for
our programming general park use. Our team
is currently researching new programs that
can take place at the new Centennial Park for
2026. Some of these programs will include
mountain bike races interpretive hikes, 5K
races, environmental education, etc. Our
athletics division is currently researching new
programs geared towards teens. Some of
these programs will be mainstream sports.
They are also working revive the youth
football program.
Making
Progress
The Parks Department continues to conduct
research into increasing participation in our
programming and general park use. We have
managed an increase in park visits with the
soft opening of Centennial Park. We are
working to develop programs related to
mountain bike races, interpretive hikes, 5K
races, environmental education, etc. in
anticipation of the grand opening. Our
athletics division is currently developing new
programs geared towards teens. The youth
football program is currently moving forward.
Making
Progress
The Parks Department continues to conduct
research and program implementation to
increase participation in our programming and
general park attraction and use. Park visits
continue to increase at Centennial Park. We
are working to develop programs related to
mountain bike races, interpretive hikes, 5K
races, environmental education, etc. in
anticipation of the grand opening in October.
Our athletics and special programs divisions
continue to develop and implement new
programs geared towards teens. The youth
football program is currently moving forward.
Making
Progress
The Parks Division continues to expand
programming and increase park participation
and visitation. Centennial Park visits continue
to grow as the department prepares for its
October 2026 grand opening, with new
opportunities being developed for mountain
biking, interpretive hikes, 5K races,
environmental education, and other outdoor
activities. Athletics and Special Programs are
also expanding teen-focused offerings,
including the continued development of the
youth football program.
Making
Progress
Goal 6 :
6.4 Complete construction and open
“County Farm” park
Rotary Centennial Park, formerly named
County Farm Park, is at approximately 75%
completion.
Making
Progress
Rotary Centennial Park is at approximately
75% completion. Still working to have a grand
opening in May or Jun of 2027. TBA Project
received an extension from the State until
2027.
Making
Progress
Rotary Centennial Park is at approximately 75-
80% completion. Still working to have a grand
opening in October 2026
Making
Progress
Rotary Centennial Park is approximately
75–80% complete, with construction
continuing to progress toward the planned
October 2026 grand opening. The department
remains focused on completing remaining
project milestones and preparing the park for
full community use.
Making
Progress
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
community organizations
Continued to offer educational programs for
all ages. These programs included outdoor
education, experiential recreation education
experiences, arts education, and other special
program each year geared toward STEAM and
STEM-based education. Continued to offer
education-based programs during outreach
programs such as arts enrichment camps held
at the local housing authorities.
Making
Progress
The Park Department continues to offer
educational programs for all ages each year.
Programs included outdoor education,
experiential recreation and education, arts
education, and other special programs each
year geared toward STEAM and STEM-based
education. We also offer education-based
outreach programs such as arts enrichment
camps and other special events held at the
local housing authorities and other locations
throughout Person County.
Making
Progress
The Parks Department is experiencing a highly
successful Spring 2026 season, marked by
excellent progress and expansion across our
multi-generational educational programming
and the Kirby Cultural Arts Complex and other
areas. We are actively delivering high-impact
initiatives rooted in experiential outdoor
learning, creative arts education, and dynamic
hands-on experiential programming.
Furthermore, our community outreach has
gained impressive momentum this spring,
successfully launching mobile arts enrichment
camps and targeted educational pop-up
events directly within local housing
authorities, schools, and key community
spaces across Person County.
Making
Progress
The Parks Division continues to expand multi-
generational educational, cultural, and
recreational programming. Spring 2026
initiatives have included experiential outdoor
learning, creative arts programming, mobile
enrichment camps, and educational pop-up
events throughout Person County,
strengthening community outreach and access
to programs.
Making
Progress
Goal 15 :
Quality of Life
Promote healthy communities
Economic Opportunity and Growth
Develop and maintain infrastructure that enhances quality of life
Capital Investment
Ensure the development process is thorough, accessible and efficient
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
3894
Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
15.2 Promote healthy lifestyles and
behaviors
Promoted a healthy lifestyle through a well-
rounded and holistic approach to recreation,
health and wellness. This is achieved by
offering facilities and programs that are
geared towards a range of athletic/fitness, arts
and humanities, to outdoor recreation and
education.
Making
Progress
Promoted a healthy lifestyle through a well-
rounded and holistic approach to recreation,
health and wellness. This is achieved by
offering facilities and programs that are
geared towards a wide range of athletic,
fitness, arts and humanities, to outdoor
recreation and education. We also promote
through outreach and presentation to civic
organizations, schools, career day events,
shadowing programs.
Making
Progress
The Parks Department is actively expanding
our holistic approach to community wellness
by blending diverse recreational facilities with
dynamic public outreach. We drive healthy
lifestyles across all generations through an
evolving lineup of athletic leagues, fitness
classes, arts and humanities programming,
and immersive outdoor education. To
maximize our local impact, our team is
simultaneously scaling up community
engagement by delivering interactive
presentations at career days, shadowing
events, civic organizations, and local schools.
Making
Progress
The Parks Division continues to advance
community wellness through expanded
recreation, fitness, arts, humanities, and
outdoor education programming. Community
outreach also remains a priority, with staff
engaging residents through career days,
shadowing events, civic organizations, and
local schools to increase awareness and
participation.
Making
Progress
Economic
Opportunity
and Growth
Increase acreage of Developed
Parkland to increase the Economic
impact of Recreation and tourism for
Person County and its local
businesses.
Continuously looking to increase Person
County’s developed parkland acreage to
increase economic development, tourism and
local health and wellness. Currently, working
with partners to secure additional acreage
through the purchase of a section of the 501
Railroad Corridor. Working with NCDOT,
Durham County and the City or Durham to
make this goal come to fruition.
Making
Progress
The Parks Department is always working to
increase Person County’s developed parkland
acreage to increase economic development,
tourism and local health and wellness.
Currently working with NCDOT, Durham
County and the City or Durham on the 501
Railroad Corridor project/purchase. We are
working with Tar River Land Conservancy on
Mt. Harmony Land Preserve track. We are
currently working with the Triangle Off Road
Cycle Association and other partners on the
Roxboro Rotary Centennial Park Project.
Making
Progress
The Parks Department is actively expanding
Person County’s developed parkland acreage
to catalyze economic development, tourism,
and community wellness. Our team is
currently accelerating regional mobility by
partnering with NCDOT, Durham County, and
the City of Durham on the strategic 501
Railroad Corridor acquisition project.
Simultaneously, we are advancing vital
conservation and recreation milestones
through our ongoing work with the Tar River
Land Conservancy on the Mt. Harmony Land
Preserve tract, and with the Triangle Off-Road
Cyclists on the Roxboro Rotary Centennial Park
development. That purchase of the 501
Corridor is scheduled to close in August 2026.
Making
Progress
The Parks Division continues to expand
developed parkland to support economic
development, tourism, and community
wellness. The 501 Railroad Corridor
acquisition is on track to close in August 2026
through continued partnership with NCDOT,
Durham County, and the City of Durham.
Additional progress continues through the Mt.
Harmony Land Preserve partnership with Tar
River Land Conservancy and the ongoing
development of Rotary Centennial Park with
Triangle Off-Road Cyclists.
Making
Progress
Capital
Investment
and Quality of
Life
Complete Capital Improvement
Project including: Centennial Parks,
ADA Restrooms and Elevator at the
Kirby, various playground ADA
Accessibility upgrades, and Huck
Sansbury Playground Upgrades.
The Parks division has multiple CIP projects
currently underway. The following are projects
and phases: Centennial Park Is approximately
75% complete. Kirby Cultural Arts Complex
ADA accessible restrooms and elevator project
is currently in the RFP process. Huck Sansbury
fully ADA accessible Playground is complete.
Helena Park and Mt. Tirzah Park ADA
accessible playground projects are underway.
Mayo Lake Park RV Site Expansion is 50%
complete. Mount Tirzah Park Ballfield Light
replacement is complete.
Making
Progress
The Parks division has multiple CIP projects
currently underway. The following are projects
and phases: Centennial Park Is approximately
75% complete. Kirby Cultural Arts Complex
ADA accessible restrooms and elevator project
is currently in the negotiation process. Huck
Sansbury fully ADA accessible Playground is
complete. Helena Park and Mt. Tirzah Park
ADA accessible playground projects are under
construction. Mayo Lake Park RV Site
Expansion is 50% complete. Mount Tirzah Park
Ballfield Light replacement is complete, Pickle
Ball Courts in the RFP stage, Mayo Cabin
Project complete, 501 Rail Corridor Purchase
schedule to close with NCDOT in late summer.
Making
Progress
The Parks division is steadily advancing
multiple Capital Improvement Project (CIP)
milestones, delivering enhanced accessibility
and recreation options across the county.
Community park upgrades are moving forward
quickly, highlighted by the successful
completion of the Mayo Cabin project at Mayo
Lake Park, and the new ballfield lighting at
Mount Tirzah Park. Construction is
accelerating toward the finish line at
Centennial Park, which is now 75-80%
complete, Mayo Lake Park RV Site Expansion is
complete, ADA-accessible playgrounds at
Helena and Mt. Tirzah parks are complete.
Furthermore, infrastructure and procurement
plans are maintaining steady momentum, with
the 501 Rail Corridor purchase on track to
close with NCDOT in late summer and the
Kirby Cultural Arts Complex ADA restroom and
elevator upgrades progressing through final
negotiations.
Making
Progress
The Parks Division continues to advance key
Capital Improvement Projects that improve
accessibility and recreation opportunities.
Recent milestones include completion of the
Mayo Cabin project, Mayo Lake RV expansion,
ballfield lighting at Mount Tirzah, and ADA-
accessible playgrounds at Helena and Mount
Tirzah. Centennial Park is 75–80% complete,
while the 501 Rail Corridor and Kirby Cultural
Arts Complex improvements continue to
progress.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget)
3995
Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
Identify and capitalize of community
program needs and continue to
expand services.
Conducts multiple surveys throughout the
year to ensure that we gather information
from within our community to help research
and develop programs that will continue to
serve their needs. Increased multiple
programs across division areas to help with
the identified needs. Multiple divisions also
collaborated this year to meet those needs.
Making
Progress
The Parks Department continues to conduct
multiple surveys by each of our divisions
throughout the year. We gather information
from within our community to help research
and develop programs that will continue to
serve their needs. We Continue increased
multiple programs across division areas based
on the identified needs. Divisions
collaborated each year to meet those needs.
Making
Progress
The department is actively utilizing community
data to expand and refine our recreational
programming. By conducting targeted surveys
across all divisions throughout the year, we
have successfully captured vital feedback
directly from residents to identify evolving
local needs. Our divisions are closely
collaborating to translate these insights into
immediate action, resulting in a measurable
increase in program offerings tailored to
community demand.
Making
Progress
The department continues to use community
feedback to strengthen and expand
recreational programming. Ongoing surveys
across divisions are identifying resident needs
and interests, allowing staff to refine existing
programs and develop new offerings that
better align with community demand.
Making
Progress
Capital
Investment
Continue to address ADA
Accessibility needs upgrading
playgrounds, amenities, and County
building.
Continued to address needs for ADA
accessibility throughout the Park System.
Currently have CIP projects addressing
upgrades to Helena Park Playground and Mt.
Tirzah Park Playground, and recently
completed the Huck Sainsbury Park
Playground with new ADA accessible
equipment. Currently addressing additional
ADA accessibility issues at the Kirby Cultural
Arts Complex. These projects are in progress.
Will continue to assess facilities frequently to
assess and address these needs.
Making
Progress
Our department continue to address ADA
accessibility needs throughout the Park
facilities. Currently have CIP projects
addressing upgrades to Helena Park
Playground and Mt. Tirzah Park Playground,
Currently addressing additional ADA
accessibility issues at the Kirby Cultural Arts
Complex and other locations throughout our
parks.
Making
Progress
The department is continuously advancing its
commitment to equitable access by
systematically upgrading ADA accessibility
throughout all facility networks. High-impact
Capital Improvement Projects (CIP) are directly
addressing these goals, with modern inclusive
playground renovations completed at both
Helena Park and Mt. Tirzah Park.
Simultaneously, crews are addressing priority
accessibility needs at the Kirby Cultural Arts
Complex alongside targeted universal
accessibility design enhancements across
multiple parks.
Making
Progress
The Parks Division continues to advance
equitable access through targeted ADA and
universal accessibility improvements. ADA-
accessible playgrounds at Helena and Mount
Tirzah are complete, while accessibility
upgrades at the Kirby Cultural Arts Complex
and other park facilities continue to move
forward.
Making
Progress
Quality of Life
Create one new athletic league to
increase diverse programming for
teen.
Athletics division is currently researching and
developing new athletic programs to meet the
needs of they community. Currently working
to develop and revive the Youth Football
program with the goal of having the program
in place by the 2026 season. Other programs
being researched and developed are leagues,
such as tennis, pickleball, baseball, basketball,
and soccer targeted toward attracting teens.
Making
Progress
Athletics division is developing new athletic
programs to meet the needs of they
community. Currently working to develop and
revive the Youth Football program with the
goal of having the program in place by the
2026 season. Other programs include, tennis,
pickleball, baseball, Volley Ball, Kick Ball,
basketball, and soccer targeted toward
attracting teens.
Making
Progress
The Athletics division is actively modernizing
Person County’s sports landscape by
engineering dynamic programs tailored to
current community demand. A major
milestone is the successful revival of the youth
football league, which is currently on track for
a high-impact launch ahead of the 2026
season. Simultaneously, our team is driving
stronger youth engagement by building an
expansive, multi-sport lineup of tennis,
pickleball, baseball, volleyball, kickball,
basketball, and soccer specifically designed to
capture the teen demographic.
Making
Progress
The Athletics Division continues to expand
sports opportunities based on community
demand. The youth football league is
progressing toward its 2026 launch, while
additional teen-focused opportunities are
being developed in tennis, pickleball, baseball,
volleyball, kickball, basketball, and soccer.
Making
Progress
Quality of Life Work to address the programming
needs of our youth teen population.
Special Programs division is currently working
on new programs that are geared towards
programming needs for the teen population.
Some of these programs include tennis
lessons, pickleball clinics and leagues, tennis
camps, and free movie nights at local parks.
Athletics division is also working on
developing new programs within the
mainstream sports age groups to address the
needs of the teen population.
Making
Progress
Special Programs division is currently working
on new programs that are geared towards
programming needs for the teen population.
Some of these programs include tennis
lessons, pickleball clinics and leagues, tennis
camps, and free movie nights at local parks.
Athletics division is developing programs in
mainstream sports age groups for teens
population. Kirby continues to offer programs
geared towards teens.
Making
Progress
The Special Programs division is joining forces
with the Kirby Cultural Arts Complex to build a
robust, comprehensive network of teen-
centric activities. Special Programs are actively
introducing targeted recreational and social
options, including dedicated tennis camps and
lessons, dynamic pickleball clinics and leagues,
and free community movie nights hosted in
local parks. Simultaneously, the Athletics
division is expanding competitive
opportunities by developing mainstream
sports leagues tailored specifically for teenage
age groups, while the Kirby Complex continues
to consistently deliver its own slate of
specialized teen programming.
Making
Progress
Special Programs continues to expand teen-
focused recreational and social opportunities
through collaboration with Athletics and the
Kirby Cultural Arts Complex. New and ongoing
offerings include tennis camps, pickleball
clinics and leagues, community movie nights,
and competitive sports leagues designed
specifically for teens.
Making
Progress
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Recreation, Arts, and Parks
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Capital
Investment
and Quality of
Life
Address maintenance needs,
including preventative, in building
and recreational facilities.
Maintenance division is continuing each day to
assess all park facilities to address
maintenance needs and upgrades.
Maintenance division meets with the director
periodically to discuss facility needs and
strategies to address deferred maintenance.
Many of these projects will be identified in the
capital improvement request for 2026;
however, the day-to-day maintenance will be
addressed with the current operational
budget. Maintenance staff attending trainings
to develop more skills and strategies for
preventive maintenance.
Making
Progress
Maintenance division is continuing each day to
assess all park facilities to address
maintenance needs and upgrades.
Maintenance division meets with the director
very often to discuss facility needs and
strategies to address deferred maintenance.
Many of these projects will be identified in the
capital improvement request; day-to-day
maintenance will be addressed with
operational budget. Maintenance staff
continue to attends trainings to develop more
skills and strategies for preventive
maintenance.
The Maintenance division is systematically
managing our park infrastructure through
consistent facility inspections and continuous
staff development. Routine daily upkeep is
actively funded and handled through our
standard operational budget, while larger-
scale deferred maintenance needs are being
integrated into formal capital improvement
project (CIP) requests following regular
strategic planning sessions with the director.
Simultaneously, our team is proactively
building preventive maintenance skills by
engaging in ongoing technical training sessions
to ensure long-term facility preservation.
Making
Progress
The Maintenance Division continues to
strengthen facility management through
regular inspections, preventive maintenance,
staff training, and long-term planning. Routine
needs are addressed through the operating
budget, while larger deferred maintenance
projects are being prioritized through the CIP
process to support long-term facility
preservation.
Making
Progress
Service
Excellence
Research and apply for multiple
grant opportunities to help fund
maintenance or facilities and
implementations of programs.
Continuing to work with division leaders to
assist in writing and researching multiple grant
opportunities. Currently have multiple grant
applications out for review and multiple grant
awards in progress that will be closed out in
2026. Some of these grant opportunities
include: PARTF, LWCF, Transportation Grants,
TDA, etc.
Making
Progress
Our Team continues to research and right
grants on a normal basis. Current Grants that
we are working through include: PARTF,
LWCF, Transportation Grants, TDA, RTP, NC
ARTS, Stormwater grants, flood mitigation,
CMAQ etc.
Making
Progress
Our department is consistently identifying and
pursuing strategic funding opportunities to
advance county infrastructure and
programming. We are actively managing and
writing applications for a comprehensive
portfolio of state and federal grants, including
the Parks and Recreation Trust Fund (PARTF),
Land and Water Conservation Fund (LWCF),
and various Transportation Grants.
Additionally, our team is securing targeted
financial resources through the Tourism
Development Authority (TDA), Recreational
Trails Program (RTP), North Carolina Arts
Council (NC ARTS), Congestion Mitigation and
Air Quality Improvement program (CMAQ),
and critical stormwater and flood mitigation
funds.
Making
Progress
The department continues to pursue strategic
funding opportunities to support
infrastructure and programming. Grant
applications and funding requests remain
underway across PARTF, LWCF,
Transportation, TDA, RTP, NC Arts Council,
CMAQ, and stormwater and flood mitigation
programs.
Making
Progress
Economic
Opportunity
and Growth
Increase promotion of Mayo Park by
social media, newspaper and
billboards.
Mayo Park continues to have a high presence
on social media and through printed media in
our State highway rest spots and visitor
centers. Working with the Person County
Tourism Development Authority to help with
additional billboards and other print media.
Making
Progress
Mayo Park continues to push out information
program information through social media
and through printed media that include: local
news, Facebook, state publications, etc.
Making
Progress
Mayo Park is consistently amplifying its public
reach by distributing program updates
through an expansive network of digital and
traditional media channels. The team actively
engages the community by leveraging
Facebook and other social platforms, while
simultaneously securing broader visibility
through local newspapers, regional news
outlets, and official state publications.
Making
Progress
Mayo Lake Park continues to expand
community outreach through social media,
local newspapers, regional news outlets, and
state publications. These efforts are increasing
awareness of park programs, events, and
recreational opportunities.
Making
Progress
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Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
Continue to offer a wide variety of
recreational opportunities through
programs and facilities.
The department offers hundreds of
recreational programs each year for the
citizens and visitors of Person County.
Continue to increase acres of developed
parkland for citizens and tourists. Staff is
currently developing programs and the 2026
program brochure. Currently working to finish
Centennial Park for a grand opening in Spring
of 2026.
Making
Progress
The Parks Department continues to offer
multiple programs each year. Our program
brochures Published Spring/Summer and fall
/winter. Our department continues develop
parkland for our citizens interest. We continue
to work on the development of Rotary
Centennial Park which is scheduled to be open
May 2026.
Making
Progress
The department is continuously enriching the
lives of our community members by securing,
expanding, and developing vital parkland
tailored to public interest. To keep residents
actively engaged year-round, we consistently
roll out a diverse slate of recreational
programs, with comprehensive guides
delivered directly to the community through
our biannual Spring/Summer and Fall/Winter
brochures. This commitment to growth is
highlighted by the successful opening of
Rotary Centennial Park; while visitors are
already enjoying the new grounds, our team is
actively finalizing the site in preparation for an
official, high-impact grand opening celebration
scheduled for October 2026.
Making
Progress
The department continues to expand parkland
and recreational opportunities in response to
community interests. With Rotary Centennial
Park now open to visitors, staff is finalizing site
improvements and preparing for the official
grand opening celebration in October 2026.
Seasonal programming continues to be
promoted through the department’s
Spring/Summer and Fall/Winter guides.
Making
Progress
Quality of Life
Increase more water/lake-based
programing in summer to increase
tourism.
Mayo Lake Park division has increased water
based programming for 2025. Continue to
develop and offer programs such as canoe and
kayak trips, canoe and kayak lessons,
partnerships with friends of the parks to do
weekly paddle excursions, special programs
such as night time and evening canoe kayak
rides, lighted canoe and kayak tours.
Making
Progress
Mayo Lake Park Division continues to increase
water based programming for 2025-2026.
They continue to add programs such as canoe
and kayak trips, lessons, youth fishing
programs. They also continue to maintain the
facilities related to the shoreline to ensure
that the citizens have quality access to the
water.
Making
Progress
The Mayo Lake Park Division is significantly
expanding its water-based programming for
the 2026–2027 cycle to deliver more dynamic
aquatic experiences. Our team is actively
introducing new recreational options,
including guided canoe and kayak excursions,
skill-building water lessons, and specialized
youth fishing initiatives. Simultaneously, crews
are prioritizing shoreline facility maintenance
and infrastructure preservation to ensure
residents consistently enjoy premier, safe, and
high-quality access to the water.
Making
Progress
Mayo Lake Park continues to expand water-
based recreation for the 2026–2027 season,
including guided canoe and kayak excursions,
water-safety and skills programs, and youth
fishing opportunities. Staff is also addressing
shoreline maintenance and infrastructure
needs to support safe, quality lake access.
Making
Progress
Economic
Opportunity
and Growth,
Service
Excellence,
and Quality of
Life
Increase more RV sites and cabins for
guest to enjoy and to increase
tourism impacts increasing revenue.
Currently have capital improvement projects
at Mayo Lake Park. One of the projects is to
add additional RV sites to area #1 and an
additional camping cabin. These projects are
50% complete with anticipated completion for
the Spring camping season 2026.
Making
Progress
We are currently in the process of developing
new RV site for Mayo Camping. Currently the
utilities are being installed onto the sides
which include water and electricity. We are
hoping to complete this project within the
month. Construction of a Mayo Lake cabin has
been complete. We are looking to put this in
the camping rotation in a couple weeks.
Making
Progress
Mayo Lake Park has officially finalized and
launched major camping infrastructure
upgrades to elevate the visitor experience. The
highly anticipated brand-new RV sites are now
complete, fully operational, and equipped
with newly installed water and electrical
utilities to accommodate campers.
Additionally, construction on the premier
Mayo Lake cabin is successfully finished, with
the facility officially entering the active
camping rental rotation.
Making
Progress
Mayo Lake Park’s camping improvements are
complete and fully operational. New RV sites
with water and electrical hookups are open,
and the newly constructed cabin has been
added to the park’s rental inventory,
expanding available overnight
accommodations.
Completed
Economic
Opportunity
and Growth
and Quality of
Life
Increase amphitheater usage to
increase revenue through tourism.
Mayo Lake Park Amphitheater has had
multiple programs performed for 2025 season
with increased movies and rentals. Facility has
been rented for multiple concerts this year
that were highly visited. Will continue to
promote and develop new programs and
rental opportunities for 2026.
Making
Progress
Mayo Lake Park Amphitheater has had
multiple programs performed for 2025 season
with increased movies and rentals. We
anticipate that this facility will increase in
rentals for concerts, weddings, school events
and other used this year as the park increases
in visitation numbers. We Will continue to
promote and develop new programs and
rental opportunities for 2026.
Making
Progress
The Mayo Lake Park Amphitheater is
experiencing a powerful surge in momentum,
building on a highly successful 2025 season
that saw a major increase in community
movies and private rentals. Driven by rapidly
climbing park attendance, our team
anticipates a sharp rise in bookings this year
for high-profile concerts, weddings, school
functions, and regional events. Moving
through 2026, we are actively scaling up our
marketing efforts to unlock new promotional
avenues and develop fresh programming that
maximizes this premier venue's potential.
Making
Progress
The Mayo Lake Park Amphitheater continues
to build on the strong attendance and rental
activity of the 2025 season. Staff are
expanding marketing and programming efforts
to increase bookings for concerts, weddings,
school functions, and other regional events
throughout 2026.
Making
Progress
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Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Lifelong
Learning and
Quality of Life
Increase teen participation in
Outdoor Educational and
Recreational programs.
Outdoor Recreation division is currently
researching and developing new outdoor
educational programs along with Mainstream
outdoor programs. Some of these programs
include interpretive hikes, canoe and kayak
water-based programs and many more.
Working to get the programs developed and
ready to implement for the Spring of 2026.
Making
Progress
The Outdoor Recreation Division is continuing
to research and develop new outdoor
educational programs along with Mainstream
outdoor programs. Some of these programs
include interpretive hikes, canoe and kayak
water-based programs and many more.
Working to get the programs developed and
ready to implement for the Spring of 2026.
Making
Progress
The Outdoor Recreation Division is actively
expanding its footprint by engineering a
dynamic lineup of mainstream outdoor events
and specialized environmental education
programs. Our team is finalizing a diverse
range of seasonal activities, including expert-
led interpretive hikes and guided canoe and
kayak water excursions. We are fully prepared
to launch these initiatives for the current
Spring 2026 calendar, while simultaneously
pivoting our focus to strategize, develop, and
build momentum ahead of the upcoming
2026–2027 season.
Making
Progress
The Outdoor Recreation Division continues to
expand outdoor programming through
interpretive hikes, guided canoe and kayak
excursions, and environmental education
opportunities. Staff is also developing the
2026–2027 programming calendar to build
continued participation in outdoor recreation.
Making
Progress
Quality of Life Research programs that are catered
to the Seniors
Special Programs division continues to
develop programs that are geared towards
seniors. Some of these programs include
pickleball, exercise classes, vacation trips and
excursions, etc. Other programs that are being
developed and implemented for the senior
population can be found at the Kirby Cultural
Arts Complex. Some of these classes include
ceramics classes, art classes, theater
productions, and special events.
Making
Progress
the Park Department Kirby Cultural Division
and Special Programs division continues to
develop and provide programs that are geared
towards our senior population. Some of these
programs include pickleball, exercise classes,
vacation trips and excursions, art programs,
painting classes, ceramics, theater
productions, etc.
Making
Progress
The Kirby Cultural Arts and Special Programs
divisions are continually expanding their
dedicated outreach to older adults by
delivering a dynamic selection of senior-
focused activities. Our team is actively driving
physical health and community connection
through active exercise classes, organized
vacation excursions, and competitive
pickleball leagues. Simultaneously, we are
enriching local cultural engagement by
providing immersive, hands-on creative
outlets that include specialized pottery and
ceramics workshops, painting and fine arts
courses, and premier live theater productions.
Making
Progress
The Kirby Cultural Arts and Special Programs
divisions continue to expand senior-focused
programming through exercise classes, group
excursions, pickleball leagues, and creative
arts opportunities. These programs support
active lifestyles, social connection, and
continued community engagement among
older adults.
Making
Progress
Lifelong
Learning and
Quality of Life
Increase research more sustainable
outdoor recreational and educational
programs.
Outdoor division continues to work on
building environmental education and
interpretive trail systems. These trail systems
will be the locations for interpretive classes,
school visits, another outdoor experiential
education that will teach about nature and
sustainable development. Centennial Park will
have multiple interpretive trails that will help
teach about the environment and ecosystems
throughout the park.
Making
Progress
Our outdoor recreation division continues
research and implement programs directly
related to environmental education and
interpretive trails. Classes are conducted at
the Environmental Education Center along
with partnerships with the Wildlife Resource
Commission. We are in a process of
developing an outdoor education interpretive
trail system at Centennial Park that will include
environmental education as well are
stormwater educations.
Making
Progress
The Outdoor Recreation Division is continually
advancing our environmental education and
interpretive trail programming through
research and active field implementation. In a
powerful collaboration with the Wildlife
Resources Commission, we consistently host
interactive public classes at our Environmental
Education Center. Building on this
momentum, our team is currently engineering
a comprehensive outdoor interpretive trail
system at Centennial Park, expanding our
curriculum to blend foundational
environmental science with critical
stormwater management education.
Making
Progress
The Outdoor Recreation Division continues to
strengthen environmental education through
public programs at the Environmental
Education Center in partnership with the
Wildlife Resources Commission. Planning is
also advancing for an interpretive trail system
at Centennial Park that will incorporate
environmental science and stormwater
education.
Making
Progress
4399
Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Capital
Investment
Expand the number of RV and
Campsite to increase revenue and
Economic impact.
Mayo Lake Park currently has a large capital
improvement project that includes expanding
the number of RV and campsites in camp area
number one. This project is approximately
50% complete. We anticipate this project will
increase tourism to Person County and
increase revenues for the park system. It will
also have a positive economic impact to our
community. In addition to this project, Mayo
Park is undergoing construction to add a new
camping cabin.
Making
Progress
Mayor Lake Park is currently trying to finalize a
capital improvement project related to
camping and RV sites. We plan to have this
project complete in the next few weeks. We
have added additional sites to area number 1
that will focus on RV site camping. We hope to
have this operating before May. We currently
have completed our camping cabin project for
this year. We hope to have those available at
the same time the RV sites become available
in May.
Making
Progress
The Mayo Lake Park Division has successfully
finalized its major camping Capital
Improvement Project (CIP), with the highly
anticipated upgrades fully complete and
operational. The brand-new RV sites in Area 1
are officially open and running, providing
premium utility hookups tailored specifically
for RV campers. Simultaneously, this year's
camping cabin project is complete, with the
newly constructed cabins fully integrated into
the active rental rotation alongside the
operational RV sites to maximize summer
accommodations.
Making
Progress
The Mayo Lake Park camping CIP is complete,
with new RV sites in Area 1 and newly
constructed cabins fully operational. These
improvements have expanded the park’s
camping capacity and enhanced overnight
accommodations for visitors.
Completed
Lifelong
Learning and
Quality of Life
Focus on growing all areas of
participation within Kirby Cultural
Arts Center programming.
The Kirby Cultural Arts Complex continues to
offer a wide variety of programs for our
citizens. They have been able to increase the
number of programs over the years and
continue to do so. Some of these programs
include multiple summer camps, outreach
programs, theatrical performances, arts and
humanities, arts classes, and multiple
opportunities for space use and rentals for
other organizations' programs. They have also
increased their ability to offer programs and
their program offerings with the increased
development of Kirby Learning Studios (KLS).
KLS offers a large number of program and
individualized arts and crafts offerings. This
has been a big success and continues to grow.
Making
Progress
our Kirby Cultural Arts Complex continues to
offer a wide variety of programs for our
citizens. Programs have dramatically increase
in offerings . Programs include multiple
summer camps, outreach programs, theatrical
performances, arts and humanities, arts
classes, and multiple opportunities for space
use and rentals and Kirby Learning Studios
(KLS).
Making
Progress
The Kirby Cultural Arts Complex is
experiencing an incredibly successful Spring
and Summer 2026 season, highlighted by a
dramatic expansion in community-driven
cultural offerings. Our current calendar is
thriving with a surge in interactive arts classes,
vibrant humanities programming, immersive
outreach initiatives, and dynamic summer
youth camps. Mainstage theatrical
performances continue to draw strong
crowds, while the multi-functional spaces at
the Kirby Learning Studios (KLS) are seeing
record-high community utilization for private
events and creative studio rentals.
Making
Progress
The Kirby Cultural Arts Complex continues to
experience strong participation during the
Spring and Summer 2026 season. Arts classes,
humanities programs, outreach initiatives,
youth camps, and mainstage performances
remain well attended, while Kirby Learning
Studios continues to see increased use for
private events and creative rentals.
Making
Progress
Lifelong
Learning and
Service
Excellence
Increase arts outreach involvement
and programming in community and
schools.
The Kirby Cultural Arts Complex has
performed multiple outreach programs for
2025 and plans to do so for 2026. These
programs range from working with the public
school system through field trips and school
performances to mural projects and many
other community-based projects. The Kirby
also continues to do community outreach with
their enrichment camps offered at the
Housing Authority.
Making
Progress
Kirby Cultural Arts Complex continues
performed multiple outreach programs. that
outreach program for 2025 were a big success
reaching all of the Housing authorities and
School System.
Making
Progress
The Kirby Cultural Arts Complex is sustaining
incredible momentum into a highly successful
Spring and Summer 2026 season, with
community programming and venue rentals
performing exceptionally well. This year's
thriving activity builds directly upon our
milestone 2025 outreach initiatives, which
successfully established critical partnerships
across all local housing authorities and the
public school system.
Making
Progress
The Kirby Cultural Arts Complex continues to
build on its 2025 outreach partnerships with
local housing authorities and the public school
system. These relationships are supporting
continued growth in community
programming, outreach, and facility utilization
throughout 2026.
Making
Progress
Economic
Opportunity
and Growth
Increase bookings for sports
tournaments and host the 2025 Little
League Youth Softball All-Star
tournament for the district.
The Rentals division is working to increase the
amount of travel sports bookings for the Rock
Athletic Complex. We have increased bookings
for 2025 and plan to continue that trend in
2026. Person County again hosted Little
League All Stars softball for 2025. The
tournaments were a big success. Looking to
host All Stars again for 2026.
Making
Progress
Our rental division continues to try and
increase the participation of travel sports
bookings. There have been multiple travel
teams to book facilities within Person County
for 2025. We also see a trend that continues
to increase 2026.
Making
Progress
The Rental Division is driving highly positive
momentum for the 2026 season, marked by a
continuous upward trend in tournament and
facility utilization across Person County.
Building on the strong foundation of the 2025
season which successfully attracted multiple
travel organizations to our venues, our team’s
targeted outreach is delivering measurable
results. This strategic push has yielded a
significant increase in high-impact travel
sports bookings, positioning our athletic fields
and facilities as premier regional destinations
for competitive leagues.
Making
Progress
The Rental Division continues to see increased
tournament activity and facility utilization in
2026. Targeted outreach has expanded travel
sports bookings, building on the success of
2025 and strengthening Person County’s
position as a regional destination for
competitive sports.
Making
Progress
44100
Recreation, Arts, and Parks
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Capital
Investment
Continue to increase outdoor
recreation amenities at the complex
to fulfill the development masterplan
Continued to work with volunteer
organizations and individuals to increase the
outdoor recreation amenities and the Rock
Athletic Complex. Added an additional 3 miles
of hiking and mountain biking trails and will
continue to add trails and amenities to this
location, working towards master plan goals.
Making
Progress
we continue to work with volunteer
organizations and individuals to increase the
outdoor recreation amenities and the Rock
Athletic Complex. we recently had a grant
opening of the 3 miles of hiking and mountain
biking trails section At that Sports Plex. our
next section of trails will connect the Sports
Plex to Northern Middle School.
Making
Progress
The department, in close collaboration with
dedicated volunteer organizations and local
community advocates, is making exceptional
progress for the 2026 season at the Rock
Athletic Complex. We recently celebrated a
major milestone, we recently hosted the
highly successful grand opening of a brand-
new, three-mile loop of dedicated hiking and
mountain biking trails right within the complex
that is currently highly used. Building directly
on this momentum, our teams are actively
breaking ground on the next critical trail
section, which will seamlessly connect the
sports plex directly to Northern Middle School
to expand safe, accessible recreation for local
students and families.
Making
Progress
The Rock Athletic Complex continues to
expand outdoor recreation opportunities
through strong community and volunteer
partnerships. Following the successful opening
of a three-mile hiking and mountain biking
trail loop, construction is now underway on
the next trail section connecting the sports
plex to Northern Middle School.
Making
Progress
Lifelong
Learning
Work with the Person County School
system and Roxboro Community
School to extend the environmental
education nature trail onto school
property.
Continues to work with the Friends of the
Parks, Person County Schools and the Roxboro
Community School. Have permission to extend
trail system onto Person County Schools
property. The Friends of the Parks continues
to work with volunteers to develop these
trails. This project is about 50% complete.
Making
Progress
We are currently working work with the
Friends of the Parks, Person County Schools
Roxboro Community School, TORC, and local
volunteers to extend trails to school
properties. The Friends of the Parks continues
to work with volunteers to develop these
trails. This project is about 50% complete. One
project currently underway is to connect the
trail system from the sports plex to Northern
middle school.
Making
Progress
The department is driving incredible progress
for the 2026 season by forging strategic
partnerships with Friends of the Parks, Person
County Schools, Roxboro Community School,
the Triangle Off-Road Cyclists (TORC), and
highly dedicated local volunteers. Mobilized
crews and community volunteers are currently
focusing their energy on the most active phase
of the project: constructing the critical
connector line that links the main sports plex
trail system directly to Northern Middle
School to deliver enhanced, safe recreational
access for local students.
Making
Progress
The department continues to advance the
Rock Athletic Complex trail project through
partnerships with Friends of the Parks, Person
County Schools, Roxboro Community School,
TORC, and local volunteers. Current efforts are
focused on constructing the connector trail to
Northern Middle School, improving safe
recreational access for students and families.
Making
Progress
Economic
Opportunity
and Growth
Increase program offerings and
program participation in athletics at
the Sportsplex facility.
Athletics division continues to increase
participation and athletic programs located at
the Rock Athletic Complex. This year there was
an increase of Little League participation
numbers. We anticipate the new additional
programs that we are going to offer in 2026
will have participation increases overall for the
Athletics division.
Making
Progress
Athletics division continues working to
increase participation and athletic programs
located at the Rock Athletic Complex. We
anticipate the new additional programs that
we are going to offer in 2026 will have
participation increases overall for the Athletics
division. There will also be new program such
as
Making
Progress
The Athletics Division is driving incredible
growth at the Rock Athletic Complex,
highlighted by a highly successful Spring 2026
youth baseball and softball season. Building
directly on this powerful momentum, our
team is already deep into the active planning
and implementation phases for an expansive
summer lineup. These strategic new offerings
are projected to deliver an overall surge in
department participation, expanding access to
quality recreational sports for athletes of all
ages throughout the community.
Making
Progress
The Athletics Division continues to build on a
successful Spring 2026 baseball and softball
season. Planning and implementation are
underway for expanded summer
programming designed to increase
participation and provide additional
recreational opportunities for athletes of all
ages.
Making
Progress
New Initiatives
45101
Register of Deeds
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Capital
Investment
Investment in technological updates
to streamline work processes for
efficiency/accuracy and bring new
offerings to the citizens of Person
County. (B)
Utilizing electronic tools to increase frequency
of land record verification/reduce error
percentage.
Making
Progress
Current FY updates complete, addressing
anomalies in processes.
Making
Progress
Processes updated, verification of land records
completed within 7 days or less, available
verified County land records in line with larger
surrounding counties. Online ordering of land
records and submission of Assumed Business
Name documents framework in place, will test
05/2026.
Making
Progress
Land records order portal functioning,
Assumed Business Name online submission
functioning - will launch to public with new
County website roll out in FY27. Fraud
detection sign up information to be included
on tax flyer to disseminate information to
target audience.
Completed
Service
Excellence
With technological updates, vital
records (birth/death FY26, marriage
FY27 (projected date from state))
available for issuance from all 100 NC
counties. This will alleviate travel
and/or lengthy wait times for Person
County citizens when requesting
records from other counties/state at
current county issuance cost.
County and state level requirements
completed; anticipate test run 12/2025.
Making
Progress
State death issuance security paper vendor
delay; test run rescheduled for 03/2026.
Making
Progress
Test runs for State birth/death record issuance
complete, will go live for County FY27. Test
runs for adoption records for Person County
complete, able to issue any adopted birth
records for registrants born in Person County
(previously only available from State level).
Making
Progress
Out of county issuance preparation complete,
incremental rollout projected Q1 FY27.Completed
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
46102
Sheriff
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 14 :
14.2
Strengthen partnerships with law
enforcement agencies, community
organizations, and residents to
address root causes of crime
Continuous and on-going for the Sheriff's
Office. Continue to strive to work well with
other law enforcement agencies and partners.
Completed
Continuous and on-going for the Sheriff's
Office. Continue to strive to work well with
other law enforcement agencies and partners.
Completed
Continuous and on-going for the Sheriff's
Office. Continue to strive to work well with
other law enforcement agencies and partners.
Completed
Continuous and on-going for the Sheriff's
Office. Continue to strive to work well with
other law enforcement agencies and partners.
Completed
Quality of Life
Continue to reduce crime with
efforts and policing techniques that
are proven to be successful.
Continuous and on-going for the Sheriff's
Office. Continue to implement ways to reduce
crime within Person County. (Crime mapping
and proactive targeted patrols and
checkpoints.)
Completed
Continuous and on-going for the Sheriff's
Office. Continue to implement ways to reduce
crime within Person County. (Crime mapping
and proactive targeted patrols and
checkpoints.)
Completed
Continuous and on-going for the Sheriff's
Office. Continue to implement ways to reduce
crime within Person County. (Crime mapping
and proactive targeted patrols and
checkpoints.)
Completed
Continuous and on-going for the Sheriff's
Office. Continue to implement ways to reduce
crime within Person County. (Crime mapping
and proactive targeted patrols and
checkpoints.)
Completed
Service
Excellence
Continue to strengthen the Sheriff’s
Office with emphasis on equipment
and training.
The Sheriff's Office and its deputies continue
to train with the necessary training. It would
be nice to have an increased budget in this
area for the 26-27 Fiscal Year in order to grow
in this aspect.
Making
Progress
The Sheriff's Office and its deputies continue
to train with the necessary training. Deputies
are regularly attending both mandatory and
extra trainings , both in house and externally.
Making
Progress
The Sheriff's Office and its deputies continue
to train with the necessary training. Deputies
are regularly attending both mandatory and
extra trainings , both in house and externally.
Making
Progress
The Sheriff's Office and its deputies continue
to train with the necessary training. Deputies
are regularly attending both mandatory and
extra trainings , both in house and externally.
Completed
Service
Excellence
Continue to grow personnel in new
positions of with lateral movements
or promotions.
With retirements, resignations and
terminations, this remains challenging. Law
governing training for deputies puts us behind
when hiring new deputies. It's a large window
between BLET and Field Training before that
deputy is functioning at 100% in that position.
Making
Progress
Regulations changed which allow us to hire for
1 year again prior to attending training,
therefore keeping staffing full. A standardized
promotional process has been implemented.
Making
Progress
We have had a promotional process, which we
intend to do yearly. Promotions have been
made. We also have had retirements,
resignations and terminations, and we will
continue to fill vacancies with qualified
candidates.
Making
Progress
We have had a promotional process, which we
intend to do yearly. Promotions have been
made. We also have had retirements,
resignations and terminations, and we will
continue to fill vacancies with qualified
candidates.
Completed
Service
Excellence
Complete and finalize the Sheriff’s
Office New Policy and Procedure
Manual.
This was completed and are in the Policy's
infancy. Deputies and employees have signed
Policy acknowledgements. We will continue to
update these policies and create new ones for
areas that continue to arise.
Completed
This was completed and are in the Policy's
infancy. Deputies and employees have signed
Policy acknowledgements. We will continue to
update these policies and create new ones for
areas that continue to arise.
Completed
This was completed, and we are in the Policy's
infancy. Deputies and employees have signed
Policy acknowledgements. We will continue to
update these policies and create new ones for
areas that continue to arise.
Completed
This was completed, and we are in the Policy's
infancy. Deputies and employees have signed
Policy acknowledgements. We will continue to
update these policies and create new ones for
areas that continue to arise.
Completed
Quality of Life
Continue to apply for grants, as
necessary and appropriate, to help
address departmental needs.
The usual grants have been submitted for 25-
26 fiscal year and there were challenges in
receiving ones we have received in the past
due to government shutdowns and need for
NC western counties' priorities.
Making
Progress
The usual grants have been submitted for 25-
26 fiscal year and there were challenges in
receiving ones we have received in the past
due to government shutdowns and need for
NC western counties' priorities.
Making
Progress
The usual grants have been submitted for 25-
26 fiscal year and there were challenges in
receiving ones we have received in the past
due to government shutdowns and need for
NC western counties' priorities.
Making
Progress
The usual grants have been submitted for 25-
26 fiscal year and there were challenges in
receiving ones we have received in the past
due to government shutdowns and need for
NC western counties' priorities.
Completed
Quality of Life
New Body Worn Camera Grant to
update and increase the current
inventory of Body Worn Cameras.
These were received and are in the process of
being paid for.Completed Received , implemented and deputies are
training on the body cameras.Completed Received and implemented and deputies are
training on the body cameras.Completed Received and implemented and deputies are
training on the body cameras.Completed
Quality of Life
Updating locations and addition of
FLOCK License Plate Readers
(Numerous Successful Cases Solved).
These were received and installed and are
functional. Working in cooperation with Parks
and Rec to get one more up and installed on
the new park.
Completed
These were received and installed and are
functional. Working in cooperation with Parks
and Rec to get one more up and installed on
the new park.
Completed
These were received and installed and are
functional. Several crimes have been solved
due to these devices and they continue to be a
helpful aid in identifying criminal activity.
Completed
These were received and installed and are
functional. Several crimes have been solved
due to these devices and they continue to be a
helpful aid in identifying criminal activity.
Completed
Quality of Life
To continue recruitment and fill all
positions in the Detention Center.
Filling staffing positions in the
Detention Center (Up to 14 vacancies
in 2022/ Currently 5) Implementation
of Training Agreement/ Contract )25
retirees, resignations or
terminations/ 51 rejections due to
not meeting
standards/requirements.
This is an ongoing battle to retain detention
officers. The pay and opportunities are greater
at other nearby agencies. Obtaining a high
quality of employee in these positions is very
challenging. Background checks continue as
applications are received to fill vacancies.
Deputies have participated in numerous job
fairs and have created a flyer for distribution.
Making
Progress
This is an ongoing battle to retain detention
officers. The pay and opportunities are greater
at other nearby agencies. Obtaining a high
quality of employee in these positions is very
challenging. Background checks continue as
applications are received to fill vacancies.
Currently there are only two vacancies to date.
Making
Progress
This is an ongoing battle to retain detention
officers. The pay and opportunities are greater
at other nearby agencies. Obtaining a high
quality of employee in these positions is very
challenging. Background checks continue as
applications are received to fill vacancies.
Currently there are four vacancies to date.
Making
Progress
This issue has improved drastically. The recent
pay increase has been a tremendous help.
Currently we have filled all vacancies to date.
Completed
Quality of Life
Enhance public safety and community wellbeing
FY 2025-26 OBJECTIVES (See Adopted Budget)
47103
Sheriff
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
To continue to ensure all new
employees are trained and certified.
Continue to have retirements. With these, we
have openings in which we continuously hire
and fill these vacancies. These positions are
sometimes filled with uncertified deputies
which require more time to get certified and
trained and sometimes we fill with certified in
which they only need field training.
Making
Progress
We have implemented standardized field
training, and are also currently conducting
training meetings for LEOs and are enrolling
detention officers in BDOT each class.
Making
Progress
We have implemented standardized field
training, and are also currently conducting
training meetings for LEOs and are enrolling
detention officers in BDOT each class.
Making
Progress
We have implemented standardized field
training, and are also currently conducting
training meetings for LEOs and are enrolling
detention officers in BDOT each class.
Completed
Quality of Life
Develop relationships with mental
health resources that can provide
better services for detainees.
Reached out to sources in regards to obtaining
services for inmates. RHA co-responders have
met with us in regards to this.
Making
Progress
we now have 2 co-responders available and
are currently utilizing them when incidents call
for their deployment. We have used on
several occasions
Making
Progress
We now have 2 co-responders available and
are currently utilizing them when incidents call
for their deployment. We have used on
several occasions.
Making
Progress
We now have 2 co-responders available and
are currently utilizing them when incidents call
for their deployment. We have used on
several occasions.
Completed
Quality of Life
Again, attempt implementation of a
road cleanup work crew utilizing
inmate workers. This will help with
much-needed clean-up of roads in
Person County and also increase the
rate paid to house Statewide
Misdemeanant Confinement
Program (SMCP) inmates from $40 to
$60 per day per inmate. This has
been a challenge due to constant
staffing shortages.
Unable to implement this program until the
Detention Center is fully staffed and at a level
where they can maintain safety and security of
the jail foremost.
Not Started
We are close to being fully staffed in the
detention center and we have possibly
arranged employment with a part time deputy
who is interested in heading up this program
with background in this area.
Making
Progress
With the volunteering and addition of 2 part-
time detention officers. We were able begin
this program. To date we utilize roughly 10
inmates a day/3 days a week and are getting
500hrs as required by the State. In April they
collected 320 bags of trash and covered 48.5
miles of roadway in Person Co.
Making
Progress
With the volunteering and addition of 2 part-
time detention officers. We were able begin
this program. To date we utilize roughly 10
inmates a day/3 days a week and are getting
500hrs as required by the State. To date
several roadways have been covered and
cubic yards of trash collected. We continue
to date with this program and have been
successful in increasing county revenue.
Completed
New Initiatives
48104
Social Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 6 :
6.1
Negotiate lease renewal or purchase
of Human Services Building or secure
new facility prior to Aug. 2025
Goal 9 :
9.3
Increase participation and work
opportunities for parents through
the Work First Family Assistance
Program
Progress has been slow due to low
participation.
Making
Progress
Progress limited this quarter due to vacancy in
the position
Making
Progress
DSS hired a the Social Worker II Work First
position as of October 2026 with 50% of time
focused on Work First Programming.
Making
Progress
DSS hired a the Social Worker II Work First
position as of October 2026 with 50% of time
focused on Work First Programming.
Making
Progress
Goal 15 :
15.1 Improve access to healthcare
services
Marketing and increasing public awareness of
the services we provide.
Making
Progress
Allowed the NC Medicaid Enrollment Broker
to set up outside DSS to assist clients with any
issues with their Medicaid Managed Health
Care Plans.
Making
Progress
NC Medicaid Enrollment Broker continues to
be onsite at least quarterly. DSS provided
information to the community regarding Adult
Services during the May 2026 Human Services
Huddle Up Community Forum.
Making
Progress
NC Medicaid Enrollment Broker continues to
be onsite at least quarterly. DSS provided
information to the community regarding Adult
Services during the May 2026 Human Services
Huddle Up Community Forum.
Making
Progress
15.2 Promote healthy lifestyles and
behaviors
DSS has increased awareness of DSS and other
agency programs to assist in this goal.
Making
Progress
DSS staff participates in County Wellness
Events. There is also an employee exercise
group available.
Making
Progress
DSS staff participates in County Wellness
Events. There is also an employee exercise
group that meets regularly.
Making
Progress
DSS staff participates in County Wellness
Events. There is also an employee exercise
group that meets regularly.
Making
Progress
Service
Excellence
Continue to align the agency for
consolidation and continue to
provide great customer service.
Meetings and conversations with VA to
provide services for the community.
Making
Progress
The agency has been consolidated with
Veterans Services since April 2024. Human
resource functions, budgeting, internal
communications, and customer service have
all improved as a result of consolidation.
Completed
Service
Excellence
Expand in-house training at DSS for
IMC and Services programs.
The Assistant Consolidated Human Services
Director will focus more on evaluating and
assisting the Adult Services unit as the elderly
population is growing in Person County. The
Staff Development Specialist positions in IMC
are continuing to train and evaluate all
employees in Medicaid.
Making
Progress
Standardized in house training been created
for Medicaid for all new hires.
Making
Progress
Adult Services in-house training for Child
Welfare focused on APS intake was conducted
May 2026. Staff Development Specialist
conducted (monthly) refresher training based
on second case file reviews.
Making
Progress
Position 1 of 2: Staff Development Specialist
conducted (monthly) refresher training based
on second case file reviews. Position 2 of 2:
Vacant Staff Development Specialist position
in final phase of hire.
Making
Progress
Service
Excellence
Develop more leadership training for
DSS Management Team and trainings
for all staff.
Made plans for leadership trainings and held
multiple management meetings to address
this.
Making
Progress
Held a conflict resolution training for DSS
management.
Making
Progress
DSS is coordinating with Person Industries to
provide de-escalation training for all DSS staff.
Program Integrity Training conducted by
contractor in May 2026.
Making
Progress
Information regarding available Office of State
Human Resources training opportunities
provided to DSS Sr. leadership team.
Making
Progress
Service
Excellence
Continue to pass all audits and report
cards.
Continued to pass monthly report cards and
had a current zero error rate for FNS.
Making
Progress
Continued to pass monthly report cards and
had a current zero error rate for FNS.
Making
Progress
Continued to pass monthly report cards and
had a current zero error rate for FNS.
Making
Progress
Continued to pass monthly report cards and
had a current zero error rate for FNS.
Making
Progress
Service
Excellence
Meet the need of the County with
FEMA shelter and create
preventative services.
Continued to be prepared and work with
community agencies to provide this service.
Making
Progress
Continued to be prepared and work with
community agencies to provide this service.
Making
Progress
In partnership with Emergency
Management and other county
departments, successfully opened a winter
warming center and shelter in January
2026.
Making
Progress
Continued to be prepared and work with
community agencies to provide this service.
Making
Progress
Service
Excellence
Continue to develop, update and
implement pertinent DSS polices.Continue to work on this goal.Making
Progress
Identified the need to revise the current
emergency shelter protocol.
Making
Progress
Continuing to work on the goal of revising
emergency shelter protocol.
Making
Progress
In-process: Vehicle Maintenance Standard
Operating Procedure in development
Making
Progress
Service
Excellence
Increase implementation of
accountability standards for all DSS
programs.
DSS has federal, state, and internal oversight
for accountability standards.
Making
Progress
DSS works with state program consultants to
monitor service delivery standards and
benchmarks.
Making
Progress
Implemented new county performance
management system. DSS works with state
program consultants to monitor service
delivery standards and benchmarks.
Making
Progress
DSS works with state program consultants to
monitor service delivery standards and
benchmarks. June DSS consulted with Child
Welfare Consultant and Regional Director
regarding MOU performance measures.
Making
Progress
Promote healthy communities
FY 2025-26 OBJECTIVES (See Adopted Budget)
Capital Investment
Sustain the capital planning process
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
Quality of Life
Completed in FY25.
49105
Social Services
Capital
Investment
Continue to provide sheltering and
any FEMA services to the county if
needed.
Continued to work with partnering agencies to
be ready to supply this need.
Making
Progress
Continued to work with partnering agencies to
be ready to supply this need.
Making
Progress
Continued to work with partnering agencies to
be ready to supply this need.
Making
Progress
Continued to work with partnering agencies to
be ready to supply this need.
Making
Progress
New Initiatives
50106
Soil and Water
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 2 :
2.4
Complete Person County Trail
Feasibility Study and work with
partners to implement
recommendations
Study completed in FY25; received multiple
letters in opposition to the trail; referred
questions and concerns the Recreation, Arts
and Parks Department.
Completed
Goal 6 :
6.4 Complete construction and open
“County Farm” park
Worked with Piedmont Conservation Council
to identify other resource concerns and grants
to address these concerns.
Making
Progress Continuing to assist Parks & Rec as needed. Making
Progress Looking into offering educational trail at park.Making
Progress
Looking into offering educational trail at park
partnering with Carolina Wetlands.
Making
Progress
Goal 9 :
9.1
Offer education-based programs for
all ages and expand outreach
through partnerships with
community organizations
SWCD Board approved funds for 3rd, 4th, &
5th grade poster contests.
Making
Progress
Developed Watershed themed study guide.
Informed all 3rd, 4th, 5th grade teachers
about program.
Making
Progress
Presented 3 programs at Helena. Concluded
Poster contest. Presented at "Thank a Farmer"
Breakfast.
Making
Progress
Partnered with Area and State Soil &Water
Districts on Envirothon programs; Sponsored 3
high school students to attend Resource
Conservation Workshop at NC State
University; Awarded poster contest winners;
FY2026 programs are closed but programing
continues next year.
Making
Progress
Goal 16 :
16.1 Implement conservation programs
$58,667 Cost Share funds allocated -
Encumbered 73% of cost share funds; $75,000
StRAP funds - Encumbered 80% of StRAP grant
and 15% for administration.
Making
Progress
Encumbered 88% of cost share funds; Initiated
applications and contracts;
Making
Progress
Closed 1 contract; Began work on 2
applications.
Making
Progress
Encumbered 100% of FY2026 cost share funds
and administered 19 contracts during the
year; Continued work on StRAP grant; FY2026
programs are closed but programing
continues next year.
Making
Progress
Quality of Life
Promote and implement County,
State, and Federal programs that
provide technical and financial
assistance to agricultural and non-
agricultural landowners and citizens
that conserve our natural resources.
Collected TS Chantal information and provided
technical assistance to impacted landowners.
Press release and notifications sent for FY26
ag cost share programs and BMAP; funds are
being allocated. Working on StRAP contracts
and sites.
Making
Progress
Referred citizens to BMAP and marketed State
cost-share programs. Provide technical
assistance to citizens on erosion issues and
pond maintenance as well as general
assistance; Presented at Civics Academy
Making
Progress
Presented at "Thank a Farmer" Breakfast;
Began planning the Conservation Farm Family
of the Year celebration that highlights
conservation efforts and BMPs.
Making
Progress
Organized State Conservation Farm Family of
the Year event; Assisted multiple landowners
with erosion and flooding concerns.
Making
Progress
Lifelong
Learning
Expand environmental education
opportunities with additional staff
and through partnering with other
departments and organizations
Hired new part-time Environmental Education
& Program Support person; began onboarding
new staff.
Making
Progress
Continued training of new staff. Developed
marketing plan to expand outreach. Worked
on organizing Envirothon interest meeting;
Presented at Civics Academy
Making
Progress
Expanded programs from 2 to 5 schools;
Working with RCS on re-establishing an
Envirothon team; Developing Stewardship
Week programs.
Making
Progress
Presented Stewardship Week Proclamation to
BOC and conducted related activities at Stories
Creek Elementary and 4H Summer camps
reaching over 250 students utilizing our
educational Soils Tent; New staff began
Environmental Education certification process.
Making
Progress
Service
Excellence
Provide support staff to the
Environmental Issues Advisory Board
and Agricultural Advisory Board.
Worked with EIAC on internal issues;
Empowered AAB to adopt 2026 meeting
schedule; Addressed AAB concerns on
proposed Solar Energy System ordinance
amendment.
Making
Progress
Attended EIAC meetings; Scheduled next AAB
meeting; Posting agendas & minutes for public
view
Making
Progress
Attended EIAC meetings; Led discussion with
EIAC on proposed Solar ordinance
amendment; Cancelled AAB meeting due to
weather; Posting agendas & minutes for public
view.
Making
Progress
Attended EIAC meetings; Coordinated AAB
meeting; Posting agendas & minutes for public
view.
Making
Progress
Quality of Life
Establish an agricultural conservation
easement program fund to assist
with Farmland Preservation efforts.
Not Started Not Started Not Started Investigating other counties; started working
on a draft policy.
Making
Progress
Quality of Life Continue to build and promote the
VAD/EVAD programs.
Received notification of award for ADFP Trust
Fund grant of $8,500 to support program;
Enrolled and recorded 15 EVAD conservation
agreements.
Making
Progress
Waiting on grant contract; Shared program
information to Bushy Fork Grange; Presented
at Keeping the Farm Workshop
Making
Progress
Finalized grant contract; began updating
materials & developing new signage
Making
Progress
Presented draft design of new signage and
brochure to AAB; continued to advertise
program.
Making
Progress
Quality of Life
Proactively meet the changing needs of the community
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
Economic Opportunity and Growth
Develop and maintain infrastructure that enhances quality of life
Capital Investment
Ensure county facilities meet the needs of the public and employees
Lifelong Learning
Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills
51107
Soil and Water
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Quality of Life
Expand & Promote the Person
County Quilt Trail "Rejuvenation
Project"
Received requests to reestablish the Quilt Trail
committee.Not Started Included Quilt Trail into Farm City Week
Breakfast presentation
Making
Progress
Began partnership with TDA to form new Quilt
Trail Committee; Scheduled kick-off meeting.
Making
Progress
Due to TDA staffing changes this project is
now being lead by S&W Department;
Committee meet: updated purpose,
application & criteria; Began marketing for
Rejuvenation Project to expand Quilt Trail;
Accepted, reviewed, approved applications.
Making
Progress
52108
Tax
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Service
Excellence
Maintain a collection rate of over
98.5 %, which is higher than the state
average and the average of our peer
counties.
Bills created July 1 and mailed before postage
increase. Collection rate as of November 14th
was 25%.
Making
Progress
Collection rate of 68.06% as of January 1,
2026. This is in line to meet our budgeted
collection rate of 98.5% by June 30, 2026.
Making
Progress
Collection rate of 98.82% as of May 18, 2026.
We have exceeded our budgeted collection
rate of 98.50% by June 30, 2026.
Making
Progress
Final collection rate of 99.29%, which ranks #5
among our peer counties.
Making
Progress
Service
Excellence
Maintain appraisal databases to
include updates to real and personal
properties due to new construction
or additions/deletions of property.
Ongoing.Making
Progress
Approximately 8,000 listings were mailed prior
to January 1, 2026, and these are being
processed as we prepared to bill for 2026,
which will be early July 2026.
Making
Progress
Listing are still being received and processed
as staff prepare for the 2026 billing cycle.
Making
Progress
Bills were generated and mailed early July
2026 and before the USPS stamp price
increase, which saved $1,000 in postage.
Making
Progress
Service
Excellence Finish the 2025 reappraisal appeals.
8 cases on file with Property Tax Commission.
3 of these have been settled, with no
reduction and at the local level, saving
attorney costs.
Making
Progress
Settled 1 additional Property Tax Commission
case, with the last 2 residential cases to be
addressed in the next few weeks. This will
leave 3 commercial cases.
Making
Progress
For 2025, 1 Commercial appeal remains for
PTC, and 1 residential appeal. 2026 Board of
Equalization and Review finished all worked
on April 22, 2026.
Making
Progress
All appeals were heard during April 2026
before the Board of Equalization and Review.
No additional appeals filed at the state level.
Making
Progress
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
53109
Transportation (PATS)
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Capital
Investment
Purchase three replacement vehicles
using grant funding with a 10% local
match.
Order forms have been published by NCDOT.
Orders to be placed by 12/31/2025.
Making
Progress
Vans and Buses ordered. Purchase orders
obtained. Delivery date has not been
determined.
Making
Progress
Two buses from FY25 due to be completed
July 2026. FY26 vans due to be delivered June
2026.
Making
Progress
The FY26 Vans have been delivered and are
being put in service. The FY25 buses are in
production at the factory. No update on ETA.
Making
Progress
Capital
Investment
Secure additional funding to support
PATS services. Ongoing process / None found at this time Not Started Verbal Agreement from KTAR for advertising.
Agreement upcoming
Making
Progress
Agreement signed and payment made for
$5,600. Budgeted amount was $3,000.Completed
Service
Excellence
Keep personnel turnover rate low /
Continue upward trend in
department morale.
Ongoing process / Turnover rate is low Making
Progress
Ongoing process / Small turnover due to
retirements.
Making
Progress
Ongoing process / Small turnover due to
retirements. New Hires are doing well.
Making
Progress
Ongoing process / Continuing to provide great
customer service to Person County
Making
Progress
Service
Excellence
Evaluate staffing levels and route
efficiencies. Ongoing process Making
Progress Ongoing Process Making
Progress Ongoing process Making
Progress
Ongoing process / Continuing to evaluate
route efficiencies
Making
Progress
Quality of Life
Explore low emission vehicles (LP gas
specifically) as an option and find
funds available for project.
Multiple conversations with other agencies in
area about conversion of LTV's. Currently van
conversions are not available.
Making
Progress
Weighing out cost savings of only one-half of
fleet being able to convert to LP
Making
Progress
Weighing out cost savings of only one-half of
fleet being able to convert to LP and total cost
of conversion.
Making
Progress
Weighing out cost savings of only one-half of
fleet being able to convert to LP and upfront
cost of conversion
Making
Progress
Capital
Investment
Find a location for a LP fuel depot on
county owned property.Inquiring about possible location.Not Started
Inquiring about possible location. Fuel Depot
would not need to be as large as originally
planned
Not Started Inquiring about possible location.Not Started No real traction on finding a potential
location. Not Started
FY 2025-26 OBJECTIVES (See Adopted Budget)
New Initiatives
54110
Veteran Services
Quarter 1 Progress Quarter 2 Progress Quarter 3 Progress Quarter 4 Progress
Goal 15 :
15.1 Improve access to healthcare
services
Working with PATS and the DAV van to
coordinate transportation to Durham VA.
Making
Progress
Continuing to work with organizations to
provide transportation to healthcare facilities
Making
Progress
Continuing to work with organizations to
provide transportation to healthcare facilities
Making
progress
Continuing to work with organizations to
provide transportation to healthcare facilities
Making
Progress
15.2 Promote healthy lifestyles and
behaviors
Working to print and distribute to churches
and other business a flyer with healthcare and
VSO access.
Making
Progress
Continuing to print and distribute information
regarding healthcare and transportation
Making
Progress
Continuing to print and distribute information
regarding healthcare and transportation.
Participating in various community health
fairs.
Making
progress
Continuing to print and distribute information
regarding healthcare and transportation.
Participating in various community health
fairs.
Making
Progress
Service
Excellence
Provide support and assistance to
veterans and their families regarding
various inquiries and benefits.
Implementing a laptop with access to VA.gov
and other applications in the VA system for
Veterans to use. Will help to educate the
veterans and dependents on programs.
Completed Promoting usage of laptop for veterans and
dependents.
Making
Progress
Promoting usage of laptop for veterans and
dependents. Participating in Huddle Up with
Human Services events to increase awareness
of available benefits.
Making
progress
Participating in Huddle Up with Human
Services events to increase awareness of
available benefits. Hired New VSO with
background in veterans affairs as a licensed
clinical social worker.
Making
Progress
Quality of Life
Promote healthy communities
FY 2025-26 OBJECTIVES (See Adopted Budget)
55111
AGENDA ABSTRACT
August 17, 2026
Person County Advisory Board Policy
On July 20, 2026, the Board of Commissioners directed staff to begin work on a unified
advisory board policy. The attached draft policy sets clear, consistent expectations for all
advisory boards, covering things like definitions, attendance, meeting types (including remote
meetings), notices and minutes, roles and responsibilities, quorum and voting rules, and ethics.
The new policy would replace the resolutions that currently prescribe the advisory board
appointment process and ethical responsibilities.
After the Board approves this policy, each advisory board would develop its own short (3–5
page) set of policies and procedures subject to Board of Commissioners approval. These
documents would include the advisory board’s specific charge and any rules unique to that
board. Once approved, any previously adopted bylaws would no longer apply.
This approach would give the Board of Commissioners a structured way to review each
advisory board in the coming months, make sure each advisory board’s charge supports the
Financial Impact:
Recommended Action:
procedures” template. Staff will receive the feedback and draft a final version for the Board’s
Submitted By:
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Person County Advisory Board Policy
Section 1. Scope
A.Purpose
1.The Person County Advisory Board Policy establishes a consistent framework for the
formation, operation, and oversight of Person County advisory boards, committees,
commissions, and councils (hereinafter “advisory boards”). It defines the structure for
advisory board appointments, membership terms, responsibilities, and reporting
requirements to ensure transparency, accountability, and effective community engagement.
By formalizing these guidelines, the policy supports advisory boards in providing informed
recommendations to the Board of Commissioners on matters affecting the County.
B.Authority
1.North Carolina General Statute 153A-76 grants boards of county commissioners the
authority to establish advisory boards and to appoint members to and remove members
from those advisory boards.
2.The Board of Commissioners may establish rules and regulations in reference to managing
the interest and business of the County.
3.The Board of Commissioners has the responsibility to appoint individuals to serve as
members of advisory boards established by the Board of Commissioners.
4.Person County department heads and staff are responsible for providing support to the
advisory boards.
5.Advisory boards serve in a consultative capacity, offering recommendations, research,
analysis, and community feedback to inform county policies and decisions.
C. Applicability
1.To the extent it does not conflict with the statute or ordinance creating a specific advisory
board, where applicable, this Advisory Board Policy applies to the following Person County
advisory boards:
•Agricultural Advisory Board
•Airport Commission
•Animal Services Advisory Committee
•Board of Adjustment
•Board of Equalization and Review
•Board of Health
•Child Fatality Local Team
•Economic Development Commission
•Environmental Issues Advisory Committee
•Human Services Advisory Committee
•Industrial Facilities & Pollution Control Financing Authority
•Juvenile Crime Prevention Council
•Library Advisory Board
•Local Emergency Planning Committee
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• Opioid Settlement Advisory Committee
• PATS Transportation Advisory Board
• Planning Board
• Recreation Advisory Board
2. This Advisory Board Policy shall also apply to any new boards, commissions, councils,
committees, work groups, or task forces upon creation by the Board of Commissioners
when the approved composition includes positions to be filled by Person County residents.
3. Except as otherwise provided herein or through a specific advisory board policies and
procedures document as approved by the Board of Commissioners, this Advisory Board
Policy shall control the appointment, reporting, operation, and other requirements of the
advisory boards listed above, except to the extent the same are controlled by a specific
statute or ordinance. In those cases, as noted above, where a statute or ordinance controls
the requirements of the advisory board and the terms of this Advisory Board Policy conflict
with the terms of the statute or ordinance, the statute or ordinance shall prevail.
D. Definitions
1. Advisory Board – A group appointed by the Board of Commissioners to provide
recommendations on specific policy areas, programs, or community needs. Advisory boards
do not have legislative or regulatory authority but serve in an advisory capacity.
2. Advisory Board Chair – A member of an advisory board elected or appointed to lead
meetings, set agendas, and ensure the advisory board operates efficiently.
3. Advisory Board Member – An individual appointed by the Board of Commissioners to serve
on an advisory board, to provide input on matters within the advisory board’s purview.
4. Advisory Board Vice-Chair – A member of an advisory board elected or appointed to assist
the chair and assume leadership responsibilities in the chair’s absence.
5. Agenda – A written outline of the items to be discussed, presented, or acted upon during a
meeting of an advisory board.
6. Board of Commissioners (BOC) – The elected governing body of Person County responsible
for establishing policies, appointing advisory board members, and overseeing advisory
board activities.
7. Designated Seats – Seats on advisory boards that are designated for specific appointments
as outlined in each advisory board’s policies and procedures.
8. Immediate Family Member - A person’s spouse, parent, guardian, child, sister, brother,
grandparent, grandchild plus the various combinations of half, step, in-law, and adopted
relationships that can be derived from those named.
9. Meeting Minutes – Full and accurate official written record of discussions, decisions, and
actions taken during an advisory board meeting. Minutes must be maintained as part of the
public record according to North Carolina General Statute §143-318.10.
10. Meeting Notice – Official notice of any advisory board meeting.
11. Public Record – Records in any form, including meeting minutes, reports, emails, text
message, that are received or created while conducting business according to Chapter 132
of the North Carolina General Statutes and the Person County Records Retention Schedule.
12. Quorum – The minimum number of members required to be present for an advisory board
to conduct official business, as defined by this Advisory Board Policy.
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13. Staff Liaison – A designated staff member who supports an advisory board by providing
guidance, administration, and ensuring alignment with Board of Commissioners’ directives
while taking direction from their department leadership.
14. Statutory Requirement – A legal obligation imposed by federal, state, or local law that takes
precedence over provisions in this policy when applicable.
Section 2: Establishment of Advisory Boards
A. Appointment Eligibility
1. All members of standing, statutory boards must meet the qualifications for the specific
statutory requirements for an appointed position.
2. All members must be eighteen (18) years of age or older unless applying for a youth-
designated position.
3. Except as otherwise provided in advisory board policies and procedures, all members shall
be residents of Person County and shall maintain their residence in Person County.
4. All members shall have a good reputation for integrity and an interest in community service.
5. No member shall be currently employed by Person County government and serve on a
board that directly affects their work.
6. No member shall have an immediate family member serving concurrently on the same
advisory board.
7. No member may currently be a party to or be the actual legal representative in litigation
against Person County.
8. Each member must be prepared and committed to participating in advisory board work in a
manner that enhances relationships between the county and the community.
9. All members are representatives of the Board of Commissioners and shall conduct
themselves, both in their official actions and personal actions so as to be above reproach in
their conduct and shall not bring disrepute to either the County or the Board of
Commissioners.
10. No person appointed to an advisory board may concurrently serve in any publicly elected
office. *(Does not apply where the appointment is required by law, intergovernmental
agreement, or approved Person County board-specific policy. Applies to all boards,
committees, and quasi-judicial boards.)
11. No person may concurrently hold more than two (2) positions appointed by the Board of
Commissioners. This restriction does not impact an individual’s service on the Board of
Equalization and Review or short-term task forces or work groups.
12. The Board of Commissioners may waive any of the conditions within this section, with the
exception of statutorily imposed conditions.
B. Composition
1. The Board of Commissioners shall appoint all voting and nonvoting ex-officio members to
advisory boards. The Board of Commissioners shall endeavor to appoint members who
represent the ethnic, racial, cultural, demographic, and geographic diversity of the
community.
2. The Board of Commissioners shall appoint sitting county commissioners to advisory boards
according to the following procedures:
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a. All appointments shall be made by the Chair of the Board of Commissioners.
b. All appointments shall be in an official meeting.
c. All appointments shall be and are designated as ex-officio appointments of the Board of
Commissioners except as otherwise provided in advisory board policies and procedures.
C. Selection Criteria
1. Appointed members, except for ex-officio members, shall be qualified by the Clerk to the
Board.
2. Members shall be appointed from applicants who have properly filed and submitted
applications to the Clerk to the Board.
3. Advisory board recommendations regarding appointments may be solicited but are not
binding. Final appointment authority rests solely with the Board of Commissioners.
D. Application, Nomination, and Appointment Procedures
1. All members of advisory boards serve at the pleasure of the Board of Commissioners.
2. Appointments to advisory boards will be initiated with a public application process.
3. The Clerk to the Board will keep all applications from interested residents for one year from
the date of application. After the one-year period, a new application is required.
4. All appointments to advisory boards will be made by the Board of Commissioners.
E. Terms
1. Lengths of Terms – Unless otherwise specified by the Board of Commissioners or required
by statute, all appointments to advisory boards shall be for a term of three (3) years. Terms
shall begin on July 1 and end on June 30 of the third calendar year following the beginning
of the term.
2. Staggered Terms – Terms of advisory board members shall be staggered such that
approximately one-third of the membership’s terms expire each year. For newly established
advisory boards or major restructurings, initial appointments may include 1-, 2-, and 3-year
terms to establish the rotation.
3. Appointment Timing – Regular appointments will occur prior to July 1, with terms
commencing on July 1 to align with the annual appointment cycle.
4. Reappointment and Term Limits – Members may be reappointed to consecutive terms.
There are no formal term limits; individuals may continue serving if they are reappointed by
the Board of Commissioners. All members seeking reappointment are required to complete
an application as established by this policy before reappointment consideration.
F. Resignation
1. A member of an advisory board may resign at any time by providing written notice to the
chair and the assigned staff liaison. The staff liaison shall promptly forward the resignation
notice to the Clerk to the Board. The resignation shall be effective as of the date specified in
the notice, or immediately if no date is provided. Once a resignation becomes effective, the
member shall no longer participate in advisory board meetings or activities in any official
capacity.
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2. An announcement of the open seat will be made after the resignation notice is received by
the Clerk to the Board.
G. Vacancies
1. Upon the expiration of the term of service of members or should a vacancy otherwise occur,
the Board of Commissioners shall have the responsibility of selecting and appointing new
members to the advisory board.
2. Should any vacancy for which there is a board-specific requirement that such vacancy be
filled by a nominee of a municipality or a resident of a specific Person County township
remain unfilled for six (6) consecutive months the board-specific requirements may be set
aside and the Board of Commissioners may fill the vacancy with any applicant otherwise
qualified to serve.
H. Removal
1. Advisory board members serve at the pleasure of the Board of Commissioners and may be
removed at any time by majority vote of the Board of Commissioners, with or without
cause. Grounds for removal include, but are not limited to, the following:
a. Failure to Attend Meetings – Repeated absences from scheduled advisory board
meetings without prior notice or valid cause. As a general guideline, a member who
misses three (3) consecutive regular meetings or more than 25% of scheduled meetings
in a 12-month period may be considered for removal due to non-participation.
b. Neglect of Duties – Failure to actively engage in advisory board business, including
review of materials, participation in discussions, or completion of assigned tasks as
determined by the Board of Commissioners.
c. Violation of Policies or Conduct Expectations – Conduct inconsistent with County
policies, including but not limited to this policy, ethics standards, or conflict of interest
provisions.
d. Loss of Eligibility – A change in status that renders the member ineligible, such as
relocation outside of Person County, assumption of an incompatible public office, or
involvement in active litigation against the County. Prior to removal, the chair or staff
liaison may provide notice to the member regarding the concern, though formal notice
is not required. The Board of Commissioners reserves sole authority to determine
whether removal is warranted.
I. Release from Service
1. When it is deemed necessary by the Board of Commissioners to release a member from
their term of appointment on an advisory board, the affected individual shall be notified by
the Clerk to the Board by letter and/or electronic mail.
2. When an advisory board has completed its function, the members shall be informed of the
completion of their service and the termination of the advisory board by letter and/or
electronic mail.
J. End of Term
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1. A member’s term shall conclude on the official expiration date as established at the time of
appointment, typically June 30 of the applicable year. Members may continue to serve
beyond their term expiration until a successor is appointed:
a. Reappointment – Members who remain eligible may request consideration for
reappointment. Reappointment is not automatic and shall be determined by the Board
of Commissioners based on the member’s performance, attendance, participation, and
the needs of the advisory board. A member seeking reappointment must submit a
completed application using the official form provided by the County Manager's Office.
b. Conclusion of Service – If a member does not seek reappointment or is not reappointed,
their service shall conclude on the expiration date of their term or upon appointment of
a successor, whichever occurs later.
c. Vacancy and Transition – The Clerk to the Board shall coordinate the application and
appointment process to avoid disruption to advisory board operations and to maintain
quorum.
K. Dissolution of Advisory Boards
1. The Board of Commissioners retains the right to dissolve an advisory board at its discretion.
In the event of dissolution, all records, reports, and meeting minutes will be archived in
accordance with Chapter 132 of the North Carolina General Statutes (Public Records Law)
and Person County Records Retention Schedule. Dissolution may occur under any of the
following conditions, including but not limited to:
a. The advisory board has fulfilled its intended purpose and is no longer needed.
b. The advisory board has been inactive for a specified period as determined by the Board
of Commissioners.
c. The advisory board is deemed redundant due to changes in county priorities, policies, or
governance structures.
d. The advisory board fails to meet compliance requirements, such as maintaining a
quorum or fulfilling reporting obligations.
Section 3. Roles and Responsibilities
A. Advisory Board
1. Scope of Responsibilities – Each advisory board shall fulfill its responsibilities as outlined in
its policies and procedures document. Responsibilities may include but are not limited to:
a. Reviewing and assessing policies, programs, or operations within the advisory board’s
subject matter area;
b. Engaging with community members and stakeholders to gather feedback and identify
needs;
c. Preparing written recommendations, reports, or policy options for Board of
Commissioners consideration;
d. Assisting County staff in planning, program evaluation, or public engagement efforts, as
requested.
B. Members
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1. Members shall attend and actively participate in meetings of the advisory board, serve on
subcommittees, and perform other functions as assigned by the chair with the approval of
the advisory board.
2. If a member is unable to attend a meeting, the member shall contact the chair or staff
liaison as soon as possible, and at least forty-eight (48) hours before the scheduled meeting.
3. Ex-officio members may be appointed by the Board of Commissioners for the purpose of
meeting subject matter expertise needs.
C. Advisory Board Leadership
1. Chair – Each advisory board shall elect a chair from among its voting members on an annual
basis, unless otherwise specified. The chair shall:
a. Preside over all meetings of the advisory board;
b. Serve as the primary point of contact with the staff liaison and the Board of
Commissioners when needed;
c. Assist staff in developing the advisory board meeting agenda;
d. Carry out advisory board assignments as required by the Board of Commissioners;
e. Review all advisory board minutes and propose recommendations or assign another
member of the advisory board to do so;
f. Coordinate the preparation and presentation of advisory board recommendations and
reports;
g. Assist staff in preparing the annual report and work plan of the advisory board each
year;
h. Sign correspondence and represent the board before the Board of Commissioners with
the formal approval of the advisory board by motion and vote;
i. Perform other duties necessary or customary to the office.
2. Vice-Chair – Advisory boards may elect annually a vice-chair to support the chair and
assume leadership responsibilities in the chair’s absence. The vice-chair shall perform all
duties delegated by the chair and assist in facilitating advisory board operations.
3. Secretary – Each advisory board may designate annually a secretary from among its voting
members or may rely on the assigned staff liaison to fulfill secretarial duties if no member is
designated. The role of the secretary is to support meeting documentation and
communication functions to ensure the advisory board’s records are accurate and complete.
The secretary’s responsibilities may include:
a. Assisting with the preparation or review of meeting agendas and minutes, in
coordination with the chair and staff liaison;
b. Recording motions and votes during meetings when a staff member is not present to do
so;
c. Maintaining a record of attendance and quorum for the advisory board;
d. Ensuring that meeting minutes are reviewed and approved at subsequent meetings;
e. Notifying the chair or staff liaison of any corrections needed in the record;
f. Helping track follow-up actions or assignments from meetings.
4. Removal
a. The Chair, Vice-Chair and/or Secretary may be replaced at any time by the Board of
Commissioners.
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D. County Staff Liaison
1. Each advisory board shall be assigned a staff liaison who is responsible for:
a. Coordinating meeting logistics, agenda development, public notice, and minute-taking;
b. Monitoring and recording attendance in the official minutes;
c. Providing technical assistance, subject matter expertise, and administrative support;
d. Ensuring compliance with County policies, public records law, and open meetings law;
e. Coordinating onboarding and training for advisory board members;
f. Managing the advisory board’s budget; and
g. Serving as a communication link between the advisory board and County departments
or leadership.
E. Subcommittees
1. Formation of Subcommittees – Advisory boards may establish subcommittees or working
groups to address specific issues or projects, provided the full advisory board, with a
quorum present, authorizes such groups by majority vote. These subcommittees must
comply with open meetings law requirements if a quorum of the subcommittee is present.
2. Role of Subcommittees – Subcommittees serve as extensions of the advisory board and are
established to examine specific issues, conduct research, or develop recommendations on
focused topics. They operate under the direction of the full advisory board and shall report
their findings for discussion and approval before any action or recommendation is advanced
to the Board of Commissioners.
Section 4. Organization
A. Orientation and Training
1. Person County will make available for advisory board members and department staff
training on state and/or county goals and priorities as well as relevant statutes and policies,
including open meetings, public records, conflicts of interest, and ethics.
2. Each member shall complete an orientation to familiarize the advisory board members with
the operation of County government, applicable department rules, and the operating
procedures of the advisory board.
3. Advisory board members will be issued a manual and should become familiar with its
contents.
B. Operating Expenses
1. Members, when in service on a board, are not employees of Person County.
2. Members serve in a voluntary capacity and shall receive monetary compensation or
reimbursement only per standard county policy and with Board of Commissioners’ approval.
3. The County will provide office supplies and assume responsibility for other reasonable
expenses necessary for the operation of the advisory board.
Section 5. Meetings
A. Regular Meetings
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1. All meetings are to be open to the public as required by the applicable North Carolina
General Statutes.
2. Advisory boards may meet remotely, as needed, pursuant to the remote meeting rules set
out herein.
3. The date, time, and place for regular advisory board and subcommittee meetings shall be
consistent with the guidelines below.
a. The advisory board meets on schedule as established by its policies and procedures.
b. Subcommittee meeting dates shall be set by the subcommittee chairs.
c. A schedule of all meeting dates, times, and places shall be properly posted in
accordance with North Carolina law and delivered to the Clerk to the Board.
B. Special Meetings
1. A majority of advisory board members or the chair may call special meetings at any time for
any specific business. Special meetings shall be convened at a location selected by the chair.
2. All called special meetings shall be noticed in accordance with North Carolina law and
delivered to the Clerk to the Board.
C. Emergency Meetings
1. A majority of advisory board members or the chair may call a meeting in emergency
circumstances by providing telephone notice to media outlets at least one hour prior to the
meeting.
2. An emergency situation includes a disaster that severely impairs the public’s health or
safety. In the event telephone services are not working, notice that the meeting occurred
must be given as soon as possible after the meeting in accordance with North Carolina law
and by delivery to the Clerk to the Board.
D. Remote meetings
1. Advisory boards subject to this policy may meet remotely, except the Planning Board, Board
of Adjustment, and Board of Equalization and Review.
2. A remote meeting is an official meeting, or any part thereof, with a majority or all of the
members of the advisory board participating by simultaneous communication. Simultaneous
communication is any communication by conference telephone, conference video, or other
electronic means.
3. Advisory boards shall coordinate with the staff liaison to notify the public of the means by
which the public may access the remote meetings.
4. If at any time during a remote meeting the number of members needed for a quorum is
disrupted by a loss of simultaneous communication, the meeting will not continue until
simultaneous communication is restored and if simultaneous communication cannot be
restored, the meeting will be adjourned without further action.
E. Notice of Meetings Generally
1. Advisory board meeting agendas shall be made available to all members and interested
parties, and to any person who requests such notice, at least seven (7) days in advance of
the meeting by e-mail and by posting on the County website.
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2. Prior to January 5th of each calendar year, advisory boards shall submit their meeting
schedules to the Clerk to the Board for posting to a readily accessible location.
F. Meeting Cancelations
1. The chair or staff liaison may cancel an advisory board meeting if there is no pending
business or expected quorum.
2. Procedure for canceling an advisory board meeting:
a. Notify Members – Alert all advisory board members and the advisory board’s sunshine
list as early as possible via email.
b. Post Public Notice – Post a cancelation notice on the County website immediately
following notification of member.
c. Rescheduling – If rescheduling, follow statutory requirements for regular or special
meeting notices under open meetings law.
G. Agendas
1. Advisory board members and/or staff members shall submit agenda items to the chair and
staff liaison for consideration at least fourteen (14) days prior to a scheduled meeting.
2. The agenda must provide a description of each item of business to be transacted or
discussed so that interested members of the public will be capable of understanding the
nature of each agenda item.
3. Advisory boards may allow public comment during meetings but are not required to do so. If
public comment is permitted, the opportunity, process, and any time limits shall be
communicated in advance and conducted in accordance with North Carolina General
Statutes Chapter 143, Article 33C (Open Meetings Law).
4. As a general rule, only those items appearing on the agenda will be discussed or voted on.
However, if an item is raised by a member of the public, the advisory board may accept
public comment and discuss the item so long as no action is taken until a subsequent
meeting.
5. With the chair’s agreement, the staff liaison will develop and distribute to each member an
agenda listing the matters to be considered at upcoming advisory board meetings. Also, so
far as practicable, copies of all written reports that are to be presented to the advisory
board for members’ review will be included in this package at least seven (7) days before
the meeting.
6. All recommendations and reports of the advisory board, approved in the form of motions,
shall be conveyed exclusively to the Board of Commissioners for consideration, approval or
denial. Outcomes are reported back to the advisory board.
H. Minutes
1. Minutes shall be taken of all advisory board meetings and posted on the County website.
Section 6. Subcommittees
A. Purpose and Formation
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1. Subcommittees may be formed by a majority vote of the advisory board to research and
make special recommendations on special issues or areas in order to carry out the duties of
the advisory board.
2. Members of the subcommittees shall be from the advisory board and appointed by the
advisory board.
3. Subcommittee members will elect a chair by majority vote.
4. Subcommittees shall operate as directed by the advisory board.
5. Subcommittees must have documented goals, deliverables, and a timeline. The
subcommittee will cease to meet when these are satisfied.
6. Subcommittees shall be reviewed by the advisory board on an annual basis to determine
continued need and realignment with the priorities of the advisory board.
B. Procedure and Membership
1. A member of the subcommittee shall take responsibility for taking minutes of subcommittee
meetings and shall report to the advisory board the subcommittee’s progress toward its
stated objectives, including dissenting viewpoints.
2. Subcommittees shall operate by majority vote.
3. Subcommittees may request that a technical representative be approved by the County
Manager.
4. Subcommittees shall operate openly as defined by applicable North Carolina State law and
local ordinances and policies.
5. Membership on subcommittees shall be voluntary unless the advisory board policies and
procedures document dictates otherwise.
Section 7. Quorum and Voting
A. Quorum
1. A quorum for a meeting of an advisory board and any subcommittee thereof shall consist of
a majority of the number of appointed members. Vacant positions are not counted when
determining if a quorum is present.
2. Members who remotely attend a meeting may be counted present for purposes of a
quorum.
3. If a quorum is not present, the advisory board may not take official action but may hold
informal discussion. The lack of quorum should be noted in the meeting minutes.
B. Voting
1. No issues can be voted upon unless a quorum is present.
2. Unless otherwise required by law, all decisions shall be reached by a simple majority vote.
3. In the event of a tie vote, the motion shall fail.
4. All voting will be conducted in open meetings, except when in closed session where such
closed session is permitted by North Carolina law.
5. Voting by email or other asynchronous method is prohibited.
6. Only appointed members can vote at advisory board meetings.
7. The chair may participate and vote on all issues.
8. Proxy voting is not permitted.
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9. Members may not abstain from voting, but where a member has a conflict of interest, the
member may be excused by a majority vote of the advisory board.
10. Members of advisory boards must be present to vote. Presence may be accomplished
through remote attendance or physical attendance.
11. Individuals appointed as ex-officio members of the advisory board are not authorized to
vote on any issue before the advisory board.
C. Abstentions and Excusals
In situations involving a potential or actual conflict of interest, the following procedure shall
apply:
1. Disclosure of Conflict – A member shall disclose the nature of the conflict of interest to the
advisory board prior to discussion of the agenda item. The disclosure must be verbal during
the meeting and must occur before any deliberation or vote on the item.
2. Request to be Excused – After disclosure, the member may formally request to be excused
from participating in the discussion and vote on the matter.
3. Vote on Excusal – The advisory board shall vote to approve or deny the request to be
excused. Approval requires a majority vote of the members present, excluding the excused
member.
4. Effect of Approved Excusal – If the request to be excused is approved by the advisory board:
a. The member excused shall not participate in any discussion or vote related to the item.
b. The following shall be recorded in the official meeting minutes:
i. The nature of the disclosed conflict;
ii. The member’s request for to be excused;
iii. The outcome of the advisory board’s vote;
iv. Notation of the member’s excusal from the vote.
Section 8: Reporting and Accountability
A. Communication with the Board of Commissioners
1. Formal Reporting Relationship – Advisory boards operate under the authority of the Board
of Commissioners and shall maintain a clear and consistent reporting relationship with the
Board of Commissioners. Advisory boards shall direct all official recommendations, reports,
and correspondence to the Board of Commissioners through the assigned staff liaison.
2. Board Requests and Referrals – The Board of Commissioners may request that advisory
boards review specific issues or provide input on policy matters. Advisory boards are
expected to prioritize and respond to such requests in a timely and organized manner.
Advisory boards may also propose items for Board of Commissioners consideration through
formal written communication submitted by the chair, with staff liaison support as needed.
B. Annual Reports
1. Purpose and Content – By March 31st, each advisory board must prepare an annual report
summarizing its activities, recommendations, and areas of focus for the past calendar year.
2. Submission and Presentation – Annual reports may be presented in person to the Board of
Commissioners. Advisory boards shall prepare a written handout, developed using a
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template provided by the County Manager’s Office, and the chair (or designee) will formally
present the report at a scheduled Board of Commissioners meeting.
C. Review of Advisory Board Effectiveness
1. Performance Review – The Board of Commissioners reserves the right to review the
performance and continued relevance of any advisory board. Advisory boards may be
evaluated based on criteria such as attendance, output, responsiveness to Board of
Commissioners’ directives, public engagement, and alignment with County goals.
2. Advisory Board Self-Evaluation – Advisory boards may be asked to conduct periodic self-
assessments to reflect on their operations, identify areas for improvement, and ensure they
are effectively fulfilling their charge. Staff liaisons may assist with developing evaluation
tools or templates.
3. Recommendations for Improvement or Dissolution – If an advisory board is found to be
inactive, duplicative, or no longer aligned with County priorities, the Board of
Commissioners may act to restructure, suspend, or dissolve the advisory board in
accordance with this policy.
Section 9. Ethics and Conduct
This section also applies to the Board of Adjustment and Board of Equalization and Review.
A. General Expectations
1. Commitment to Ethical Service – Members of advisory boards are expected to uphold the
highest standards of ethical conduct, integrity, and accountability in all matters related to
their service. Advisory service is a public trust, and members shall perform their duties in a
manner that promotes public confidence in Person County government.
2. Respectful and Inclusive Environment – Advisory board members shall treat fellow
members, County staff, and members of the public with courtesy, professionalism, and
respect at all times. Harassment, discrimination, or abusive behavior will not be tolerated.
Person County is committed to maintaining an inclusive, equitable, and harassment-free
environment in all public meetings and civic processes.
3. Use of Position for Public Good – Members shall not use their position for personal gain. No
advisory board member shall use their role to secure special privileges, services, contracts,
or benefits for themselves, their immediate family members, business associates, or
affiliated organizations.
4. Representation of the Advisory Board or County – Individual members may not represent
the advisory board or the County in any public forum, media engagement, or formal
communication unless expressly authorized to do so by the Board of Commissioners.
Members must clearly distinguish personal opinions from official positions of the advisory
board.
5. Conflicts of Commitment – Members shall ensure that other personal, professional, or
volunteer obligations do not interfere with their ability to effectively participate in advisory
board activities. If a member’s availability or capacity to serve meaningfully becomes
compromised, they should notify the chair and staff liaison to determine whether continued
service is appropriate.
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B. Conflict of Interest
1. Avoidance of Conflicts – Members shall avoid actual, potential, or perceived conflicts of
interest. A conflict arises when a member’s personal or financial interests, or the interests of
a close family member or business associate, could influence or appear to influence the
member’s judgment or actions in advisory board matters.
2. Guidance on Conflict Determination – When a potential conflict is unclear, the member
should consult with the staff liaison and may request guidance from the County Attorney.
Members are encouraged to err on the side of disclosure and excusal to maintain
transparency and trust.
C. Confidentiality
1. No member of an advisory board shall make any written or oral statement of any
confidential county matter to any individual, business, or agency. A violation of this section
will result in that member’s immediate removal from the advisory board. This prohibition
does not apply to communications with county staff, officials, or their agents conducting
official county investigations.
2. Members of the advisory board may receive information regarding personnel matters and
other information of a sensitive or confidential nature. It shall be the duty and responsibility
of each member to respect and maintain the confidentiality of county issues presented
before the board. Neither the advisory board nor any individual member shall disseminate
confidential information received during advisory board meetings.
3. Advisory board members may be required to sign confidentiality statements as necessary
and will be removed from the advisory board upon violation of the confidentiality
agreement.
D. Gifts
1. No advisory board member or member of their immediate household shall directly or
indirectly solicit, accept or receive any gift having a value exceeding $50 whether in the form
of money, services, loan, travel, entertainment, hospitality, thing or promise, or any other
form, under circumstances in which it could reasonably be inferred that the gift was
intended to influence them or could reasonably be expected to influence them in the
performance of their official duties, or was intended as a reward for an official action on
their part. Legitimate political contributions shall not be considered as gifts under the
provisions of this paragraph. This section is not intended to prohibit customary gifts or
favors between advisory board members or the friends and relatives of their spouses, minor
children, or members of their household where it is clear that it is that relationship rather
than the business of the individual concerned which is the motivating factor for the gift or
favor. This section does not prohibit meals consumed at a function which involves the
responsibilities of the advisory board member. North Carolina General Statute § 133-32
provides additional guidance concerning gifts and favors.
2. An advisory board member shall not directly or indirectly ask, accept, demand, exact, solicit,
seek, assign, receive, or agree to receive any gift or honorarium for the advisory board
member, or for another person, in return for being influenced in the discharge of the
advisory board member’s official responsibilities.
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3. This section shall not apply to gifts or awards authorized by Person County Policies,
Resolutions, or Ordinances.
E. Compliance and Training
1. Mandatory Ethics Training – All advisory board members shall complete any ethics or
conduct training required by Person County within ninety (90) days of appointment. The
County may also require periodic refresher training on topics such as open meetings law,
public records, conflict of interest, and inclusive community engagement.
2. Policy Acknowledgment – Upon appointment, members shall be provided with a copy of this
policy and any other applicable materials. Members shall sign an acknowledgment
indicating that they have received, read, and agree to comply with the policy’s provisions.
F. Members of the Planning Board, Board of Adjustment, Economic Development Commission, and
Board of Equalization and Review shall, upon initial appointment, and prior to December 31
annually thereafter, disclose:
1. Any interest they or their spouse has in real property situated in whole or in part in Person
County and the general description of that property.
2. Any legal, equitable, beneficial or contractual interest they or their spouse has in any
business, firm or corporation, which is currently doing business with Person County
pursuant to contracts awarded by Person County, or which is attempting, or has attempted
in the past calendar year, to secure the award of a bid from Person County or the approval
of any board or agency of Person County.
3. Failure to file a disclosure statement setting out the above required information shall result
in immediate removal of the member from the applicable board.
G. Standards Enforcement
1. Violations of this policy may result in removal from the advisory board.
2. The chair or staff liaison shall document and report concerns regarding ethics, conduct, or
performance to the County Manager’s Office.
Section 10. Compensation
A. Compensation
1. As a general rule, advisory board service is voluntary, and appointed members shall receive
no form of compensation for their services.
2. However, should the Board of Commissioners determine, in its sole discretion, that an
advisory board’s members should be compensated, such compensation shall be addressed
in that advisory board’s policies and procedures as adopted by the Board of Commissioners.
Section 11: Administration and Policy Updates
A. Record Keeping
1. Official Records – Advisory board shall maintain accurate and complete records of all
meetings, including agendas, minutes, attendance, reports, recommendations, and other
relevant documentation. The staff liaison shall be responsible for ensuring that such records
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are prepared, retained, and submitted to the appropriate County departments in
accordance with Person County’s public records retention schedule.
2. Public Access – All records of advisory board meetings and proceedings, unless legally
exempt, shall be made available to the public upon request and posted on the County
website. Minutes shall be approved by the advisory board and archived by the staff liaison.
3. Roster Maintenance – The County Manager's Office shall maintain an up-to-date roster of
each advisory board, including member names, appointment dates, term expiration dates,
geographic representation (if applicable), and contact information. Advisory board rosters
shall be reviewed and updated at least annually and made available to the public via the
County website or other media.
B. Oversight and Policy Management
1. Policy Oversight – The County Manager’s Office shall be responsible for the administration
and oversight of this Advisory Board Policy. This includes ensuring compliance with
application process, training requirements, and recordkeeping practices across all advisory
boards.
2. Staff Liaison Coordination – County staff assigned as liaisons to advisory boards shall serve
as the primary point of contact for policy questions and operational guidance. Liaisons are
responsible for supporting compliance with open meetings and public records laws,
coordinating onboarding and training, and assisting with the preparation of reports,
agendas, and meeting logistics.
3. Onboarding Materials – Newly appointed advisory board members shall receive an
onboarding packet from the staff liaison. This packet shall include a copy of this policy, the
advisory board’s policies and procedures, the current meeting schedule, a roster of
members, relevant statutes or ordinances, and contact information for the chair and County
staff support. Members are required to review these materials and sign an acknowledgment
form confirming receipt and understanding as a condition of active service on the advisory
board.
C. Policy Review and Updates
1. Review Cycle – This Advisory Board Policy should be subject to a periodic review no less than
once every four (4) years to ensure continued relevance, legal compliance, and alignment
with County goals and public engagement practices.
2. Inactive Advisory Board Review – The County Manager's Office shall monitor the activity of
all advisory boards. Advisory boards that have not convened a meeting for twelve (12)
consecutive months or more may be referred to the Board of Commissioners for evaluation.
The Board of Commissioners may determine whether such advisory boards should be
restructured, reactivated, merged, or dissolved in accordance with this policy.
3. Amendments – The Board of Commissioners reserves the right to amend this policy at any
time. All amendments shall be adopted by majority vote of the Board of Commissioners
during a public meeting and shall take effect upon approval unless otherwise specified.
4. Notification of Changes – In the event of a policy update or amendment, all advisory board
members and staff liaisons shall be notified in writing and provided with a revised version of
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this policy. Members may be asked to re-acknowledge receipt and understanding of the
policy following significant changes.
Section 12. Limitation of Power and Authority
A. Nothing contained in this Advisory Board Policy shall be construed to conflict with any North
Carolina law or Person County ordinance. Should there be an appearance of conflict, the
appropriate North Carolina law or Person County ordinance shall prevail.
B. The activities of the advisory board shall, at all times, be conducted in accord with applicable
Federal law, North Carolina law, and Person County ordinances.
C. Advisory Boards, the Board of Adjustment, the Board of Equalization and Review, and any
members thereof shall not (and shall not have the express or implied authority to):
1. Incur expenses or obligate Person County in any manner.
a. Any expense incurred must have been pre-approved either through the department
head overseeing the advisory board’s budget, the Board of Commissioners, or the
County Manager.
b. It is specifically acknowledged that no member of an advisory board has the authority,
express or implied, to, contractually or otherwise, bind Person County.
2. Identify or release any draft document that has not been approved for release by the Board
of Commissioners or County Manager.
3. Take positions, in their capacity as an advisory board member, on any political issue or
support or oppose any candidate for public office.
4. Independently investigate resident complaints against Person County, any department, or
any employee of a department.
5. Conduct any activity that might constitute or be construed as an official governmental
review of departmental or employee actions.
6. Conduct any activity that might constitute or be construed as the establishment of Person
County or departmental policy.
7. Violate the confidentiality of any information related to matters involving pending or
forthcoming civil or criminal litigation.
8. Engage in any act to impose or attempt to impose discipline on any advisory board member,
department, or employee.
9. Interfere, attempt to interfere, or involve themselves in any way in staff personnel matters,
regardless of the nature of the matter.
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Policy Acknowledgement
I acknowledge that I have received and read the Person County Advisory Board Policy. I understand the
expectations outlined in the policy and agree to abide by them during my service on the advisory board.
Name (Print):
Signature: Date:
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[Advisory Board Name] Policies and Procedures
Section 1: Scope
A.Purpose
1.To establish a policy and procedure whereby the Person County Board of Commissioners
(“BOC”) will establish the specific policies and procedures governing the [Advisory Board
Name].
B.Authority
1.The Person County Advisory Board Policy serves as the underlying policy document to which
the [Advisory Board Name], in addition to this Policies and Procedures document, is subject.
2.In the event that there is a conflict between the Person County Advisory Board Policy and
this Policies and Procedures document this Policies and Procedures document shall control.
C.Charge
The charge of the [Advisory Board Name] is as follows:
1.To advise the BOC on matters of concern regarding [Subject] in Person County.
2.To work with the [Department] Director (or designee) on various policy concerns and issues
regarding [Subject].
Section 2. Goals and Objectives
A.Goals
The [Advisory Board Name] shall work to:
1.[Goal 1]
2.[Goal 2]
3.[Goal 3]
B.Objectives
The [Advisory Board Name] shall undertake the following objectives toward these goals:
1.[Objective 1]
2.[Objective 2]
3.[Objective 3]
Section 3. Membership
A.Authority
1.North Carolina General Statute §153A-76 grants boards of county commissioners the
authority to establish advisory boards and to appoint members to and remove members
from those advisory boards.
2.North Carolina General Statute §[Statute Number] provides for the [establishment,
appointment of members, the composition of members, etc.] for [Advisory Board Type].
B.Composition
1.The [Advisory Board Name] is composed of [Number] voting members.
2.Members shall consist of:
a.[1]
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b. [2]
c. [3]
3. Terms [IF NEEDED]
a. Each advisory board member shall serve [Details].
4. The elected officers of the [Advisory Board Name] shall consist of Chair, [Vice-Chair, and
Secretary].
Section 4. Staffing
A. Person County staff from the [Department] shall serve as staff support to the [Advisory Board
Name], contingent upon the approval of the County Manager.
Section 5. Meetings
A. Regular meetings shall be held on the [Day] of each [Frequency] at [Time] in [Location] unless
stated otherwise in the adopted meeting schedule.
B. The order of business at regular meetings shall be as follows:
[Edit the Order of Business for the specific advisory board.]
1. Call to Order
2. Consideration of additions or changes to the agenda
3. Call for approval of minutes of previous meeting
4. Public Hearings
5. Items for Decision
6. Informational Items
7. Reports
8. Closed Session(s) (if applicable)
9. Adjournment
Section 6. Subcommittees
A. Committees shall consist of no fewer than [Number] members.
Section 7. Orientation and Training
A. Within [Number] months of their appointment to the [Advisory Board Name], each member
shall attend an orientation presented by the [Advisory Board Name] Chair (or another officer)
and the [Department] Director (or designated staff) to familiarize the advisory board member
with the operation of County government, the department organization and policies, and the
operating procedures of the [Advisory Board Name].
Section 8. Bylaws
A. Any bylaws previously adopted by the [Advisory Board Name] are void. Procedure shall be
governed solely by this Policies and Procedures document and the Person County Advisory
Board Policy.
B. Should the [Advisory Board Name] determine modifications to policies and procedures are
advisable the [Advisory Board Name] may petition the BOC for modifications.
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Approved by the Board of Commissioners [Date].
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